How social enterprises manage their organizational identification: a theoretical framework of identity management approach through attraction, selection, and socialization

Hsieh, Ying‐Che; Weng, Jingjing; Lin, Ting Hsiang

doi:10.1080/09585192.2017.1328610

Cited by 20 publications

(42 citation statements)

References 36 publications

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“…(Human Resource Director, General Purpose) At a deeper level, the training represents adaptation and dissemination of information about how the organization should be operated that is very different from traditional NPOs' existing strategy. Recent research on human resource management practices advocates that SEs should take into account their unique hybrid organization context when managing their workforce (Hsieh et al 2018;Roumpi et al 2019). Our findings echo this perspective by indicating the approaches that institutional entrepreneurs take to reconstruct their organization-specific human capital by recruiting external experts and training existing staff.…”

Section: Creating a Professionalized Organizational Formmentioning

confidence: 99%

The Transformation from Traditional Nonprofit Organizations to Social Enterprises: An Institutional Entrepreneurship Perspective

Liu

2020

J Bus Ethics

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The development of commercial revenue streams allows traditional nonprofit organizations to increase financial certainty in response to the reduction of traditional funding sources and increased competition. In order to capture commercial revenuegenerating opportunities, traditional nonprofit organizations need to deliberately transform themselves into social enterprises. Through the theoretical lens of institutional entrepreneurship, we explore the institutional work that supports this transformation by analyzing field interviews with 64 institutional entrepreneurs from UK-based social enterprises. We find that the route to incorporate commercial processes and convert traditional nonprofit organizations into social enterprises requires six distinct kinds of institutional work at three different domains; these are-"engaging commercial revenue strategies", "creating a professionalized organizational form", and "legitimating a socio-commercial business model". In elaborating on social entrepreneurship research and practice, we offer a comprehensive framework delineating the key practices contributing to the transformation from traditional nonprofit organizations to social enterprises. This extends our understanding of the ex-ante strategy of incorporating commercial processes within social organizations. Furthermore, the identification of these practices also offers an important tool for scholars in this field to examine the connection (or disconnection) of each practice with different ethical concerns of social entrepreneurship in greater depth.

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Section: Creating a Professionalized Organizational Formmentioning

confidence: 99%

The Transformation from Traditional Nonprofit Organizations to Social Enterprises: An Institutional Entrepreneurship Perspective

Liu

2020

J Bus Ethics

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“…Better work values, recognition, and remuneration, which are given to employees, will also affect their willingness to stay in the organization because a properly developed and managed incentives system can be a vehicle for high performance, work satisfaction, and OC. For example, many organizations have adopted flexible incentives approaches because they believe that people value the ability to choose the incentives process that matches their values and maximizes personal satisfaction (Hsieh et al, 2018). Thus, the following hypothesis is developed:…”

Section: Incentives System and Organizational Commitmentmentioning

confidence: 99%

Human Resource Management Practices and Organizational Commitment in Yemen Islamic Banking Sector: The Mediating Role of Tribalism

Emam

Jais

2020

IJIHRM

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This paper endeavors to propose a conceptual framework to determine the relationship between HRM practices and organizational commitment through the Tribalism Relations as a mediating variable in Yemen Islamic banks sector. Indeed, the rationale for introducing HRM practices is to increase employee commitment to ensure positive outcomes. The search for the answer to this question focuses on management's orientation of employees, departmental guidelines and career development practices, and their relationship to employees' level of commitment, using a random sample of Islamic bank employees. The study results show that there is a strong relationship between human resource management practices and organizational commitment in theory, as theoretical concepts of the mediator's effect on the relationship clarify, particularly within Yemen Tribal society.

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“…They explain that this theoretical lens allows us to examine the variance in how social entrepreneurs perceive and support others. Besides, this framework is relevant as social ventures have social service and business identities simultaneously, arousing identification tensions among members in these hybrid organizations (Hsieh et al, 2018).…”

Section: Servant Leadership and Team Identity In Social Venturesmentioning

confidence: 99%

“…This is because they are role models to followers and strengthen their connection through shared social values. Accordingly, servant leaders can leverage social enterprises when they establish a unified identity for their team members to understand and follow, despite the hybrid profiles of social ventures (Hsieh et al, 2018). Ashforth (2016) refers to identity as an actor's central, distinctive, and enduring qualities, while identification refers to viewing those qualities as selfdefining.…”

Section: Servant Leadership and Team Identity In Social Venturesmentioning

confidence: 99%

“…Therefore, the sense of a shared identity delineates relationships as it helps to clarify actors' purpose, values, and beliefs, suggesting how to think, feel, and behave (Ashforth, 2016). Thus, identity is one of the critical factors that explain why people join organizations and why they leave them (Hsieh et al, 2018).…”

Section: Servant Leadership and Team Identity In Social Venturesmentioning

confidence: 99%

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Social Venture Leadership: Understanding Attributes and Processes for Innovation in Social Organizations

BRUNELLI¹

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To professors Dennis Barber III and Michael Harris for welcoming me at the East Carolina University and sharing enthusiasm for social entrepreneurship.To the members of the Examining Board, whose observations contributed significantly to the evolution of this work.To all professors and employees of IAG/PUC-Rio for their support and dedication. Particularly to Luiza Martins, Ruth Mello, and Beatriu Canto, from the Entrepreneurship Center (CEMP), for the academic partnership and sharing the same passion about the socio-environmental impact field.To my Doctorate colleagues for their friendship and inspiration over these four years.

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How social enterprises manage their organizational identification: a theoretical framework of identity management approach through attraction, selection, and socialization

Cited by 20 publications

References 36 publications

The Transformation from Traditional Nonprofit Organizations to Social Enterprises: An Institutional Entrepreneurship Perspective

The Transformation from Traditional Nonprofit Organizations to Social Enterprises: An Institutional Entrepreneurship Perspective

Human Resource Management Practices and Organizational Commitment in Yemen Islamic Banking Sector: The Mediating Role of Tribalism

Social Venture Leadership: Understanding Attributes and Processes for Innovation in Social Organizations

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