Inhibiting Factors of Scaling up the Impact of Social Entrepreneurial Organizations – A Comprehensive Framework and Empirical Results for Germany

Scheuerle, Thomas; Schmitz, Bjoern

doi:10.1080/19420676.2015.1086409

Cited by 34 publications

(62 citation statements)

References 71 publications

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“…The characteristics of actors can be organized in many ways. Scheuerle and Schmitz (2016) introduced two specific actor characteristics as conditions for scaling: willingness and ability. 1 We will apply these concepts below when reporting our findings on actor characteristics.…”

Section: Actor Characteristics: Willingness and Ability To Scalementioning

confidence: 99%

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How and Why Do Social and Sustainable Initiatives Scale? A Systematic Review of the Literature on Social Entrepreneurship and Grassroots Innovation

2020

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Social and sustainable initiatives generally start small and need to scale to create substantial impact. Our systematic review of 133 articles develops a better understanding of this scaling process. From the literature, we conceptualize impact as the result of two different pathways: 'scaling out' (extending geographical space or volume) and 'scaling up' (influence on public discourses, political agendas and legislation). The review identified strategy, actor characteristics and institutional environment as key factors for scaling. The literature indicates that for strategy a focus on open structures generates speed and higher impact, but we also found critical views on this. The literature shows that the actor characteristics such as the ambition to scale, equal focus on the economic and the social logic, entrepreneurial skills and leadership are positively related to the level of impact. The institutional environment influences actor characteristics and strategy choices and also has a direct effect on the level of social and sustainable impact.

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Section: Actor Characteristics: Willingness and Ability To Scalementioning

confidence: 99%

“…Ambition to scale was covered by 44% of the articles. They indicate that scale ambition differs among initiatives (Becker et al 2017;Scheuerle and Schmitz 2016;Smith et al 2016;Westley et al 2014;Hufen and Koppenjan 2015;De Bruin 2016;Gutberlet et al 2016). Different types of social entrepreneurs would have different scale ambitions.…”

Section: Scale Ambitionmentioning

confidence: 99%

How and Why Do Social and Sustainable Initiatives Scale? A Systematic Review of the Literature on Social Entrepreneurship and Grassroots Innovation

2020

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“…Uma ênfase que a literatura em ES tem dado é a questão das inovações sociais e suas estratégias de difusão, especialmente quando o objetivo é provocar grandes mudanças que Em busca da mudança social: estratégias da Ong Pro-Natura na Favela do Salgueiro Revista de Gestão Social e Ambiental -RGSA, São Paulo, v. 13, n. 3, p. 03-23, set./dez. 2019. reverberem nas estruturas sociais de comunidades (p.e., Scheuerle & Schmitz, 2016;Smith, Kistruck, & Cannatelli, 2016). Nessa linha, a ênfase é dada à inovação social per se e/ou aos seus mecanismos e estratégias de difusão, para que se ataquem as raízes dos problemas sociais.…”

Section: Estratégias De Difusão De Inovações Sociaisunclassified

Em Busca Da Mudança Social: Estratégias Da Ong Pro Natura Na Favela Do Salgueiro

Hodge

Bon

Cohen

2020

RGSA

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A crescente pesquisa em Empreendedorismo Social (ES) vem trazendo novas contribuições para a busca de soluções de problemas sociais complexos. Pesquisas na área têm enfatizado os desafios do ES, como a gestão da tensão entre objetivos sociais e de negócios e a mobilização criativa de recursos escassos. Embora essas questões sejam relevantes, pouca ênfase tem sido dada a uma questão fundamental para o ES, como o engajamento da comunidade-beneficiária. Este artigo visa contribuir nesse sentido, respondendo a seguinte pergunta: “Como ONGs tentam engajar comunidades pobres e marginalizadas em seus programas para mudanças sociais?” Ao levantar as estratégias utilizadas pela ONG Pro-Natura na implementação do programa de desenvolvimento socioeconômico na favela do Salgueiro, na cidade do Rio de Janeiro, o estudo de caso contribui para a pesquisa em ES, destacando questões como ganho de confiança pela ONG e desenvolvimento do capital social da comunidade, essenciais para a atividade de ES.

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“…Social organizations such as foundations, social businesses, social entrepreneurs, charities, nongovernmental organizations, and philanthropists are keenly aware of the need to scale social impact [1,2] to address growing social problems. An increasing number of these social organizations are provided the financing they need to scale by impact investors and venture philanthropists [3,14,18]. Although this market is still emerging, it is not to be ignored.…”

Section: Financial Providers' Scaling Strategies and Reporting Processesmentioning

confidence: 99%

“…Although SO practitioners and funders alike have started to recognize that scaling up and scaling capacities do not linearly correlate with the quality of the impact, most studies still focus on up-scaling goals and scaling-related capacities [9,13,14]. Despite its contributions, such an approach might unnecessarily neglect the empirical complexities of scaling deep as a complex, organic, and challenging-to-measure scaling strategy [2,10].…”

Section: Introductionmentioning

confidence: 99%

Enabling Effective Social Impact: Towards a Model for Impact Scaling Agreements

Aschari-Lincoln

Jacobs

2018

Sustainability

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Scaling is a critical organizational phase for social organizations: their upfront financial needs increase dramatically. This paper responds—on the basis of initial research on capacity, up-, and deep scaling strategies—to the need for integrated knowledge on financing processes within the context of social organizations’ impact scaling phase. An exploration of a market leader’s processes uncovered both strengths and struggles, which in turn enabled new levels of understanding related to the research question, “How can impact scaling agreements enable effective social impact?” The fact that the financial provider examined in this empirical study lacked alignment in its scaling approach, goals, and reporting processes over time hampered its effectiveness and sustainability. The findings from this qualitative inter-temporal content analysis enable the development of a model for impact scaling agreements. This shows ongoing flows between the provider and recipient of financial and nonfinancial resources and impact information, as well as decision-making and reporting processes. The outcome of researching the question “how can impact scaling agreements enable effective social impact?” was the identification of three success enhancers for effective social impact scaling agreements to enable social impact: (1) Financial provider alignment pre- and per-engagement in terms of expectations with regard to scaling approach and goals; (2) Scaling approach coherence in terms of understanding and acting upon the inter-relatedness and, in fact, mutual dependency between capacity, up-, and deep scaling; (3) Impact reporting alignment of the target group with the financial recipient and the financial provider. This research makes a twofold contribution to the literature. First, the pivotal role of internal alignment between mission, strategy, reporting, and decision-making processes is explored; second, the three scaling strategies of capacity, up-, and deep scaling are established as interrelated dimensions of the same phenomenon.

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Inhibiting Factors of Scaling up the Impact of Social Entrepreneurial Organizations – A Comprehensive Framework and Empirical Results for Germany

Cited by 34 publications

References 71 publications

How and Why Do Social and Sustainable Initiatives Scale? A Systematic Review of the Literature on Social Entrepreneurship and Grassroots Innovation

How and Why Do Social and Sustainable Initiatives Scale? A Systematic Review of the Literature on Social Entrepreneurship and Grassroots Innovation

Em Busca Da Mudança Social: Estratégias Da Ong Pro Natura Na Favela Do Salgueiro

Enabling Effective Social Impact: Towards a Model for Impact Scaling Agreements

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