New development: Complexity and rhetoric in social impact investment

Mollinger-Sahba, Ali; Flatau, Paul; Schepis, Daniel; Purchase, Sharon

doi:10.1080/09540962.2020.1714318

Cited by 10 publications

(3 citation statements)

References 17 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Consequently, social entrepreneurship draws upon organizational logics found in private, public, and nonprofit organizations [8,13,19,31] to innovatively address a social problem. Certain social issues require substantial financial capital readily available in the private sector [32,33]. Other issues are best handled by organizations with legal and political weight such as government agencies.…”

Section: A Definition Of Social Entrepreneurshipmentioning

confidence: 99%

Social Entrepreneurship: The Logic of Paradox

Weller

Ran

2020

Sustainability

View full text Add to dashboard Cite

Social entrepreneurship is a paradoxical phenomenon wherein seemingly incompatible elements such as business and social logics coexist. Previous research has been insufficient to systematically describe how social entrepreneurship organizations (SEO) try to balance these logics and why these same paradoxical elements make social entrepreneurship what it is. Using the systematic literature review method, this paper examines six major paradoxes and how they affect both the theory and practice of social entrepreneurship by furthering the nascent discussion about the role of paradoxes in SEOs. Viewed through the lens of organizational logics, this paper argues that the dynamic interplay between these paradoxes initiates and drives the innovations and changes necessary for the very existence of SEOs.

show abstract

Section: A Definition Of Social Entrepreneurshipmentioning

confidence: 99%

Social Entrepreneurship: The Logic of Paradox

Weller

Ran

2020

Sustainability

View full text Add to dashboard Cite

show abstract

“…The imposition of linear results-based management in this context is likely to produce a range of deleterious performance paradoxes, including gaming, spiralling transaction costs and goal displacement (Van Thiel and Leeuw, 2002). A linear conception of social change also suppresses the innovation required to address entrenched, complex social problems (Mollinger-Sahba et al , 2020).…”

Section: Introductionmentioning

confidence: 99%

Making performance management relevant in complex and inter-institutional contexts: using outcomes as performance attractors

French

Mollinger-Sahba

2021

IJPSM

Self Cite

View full text Add to dashboard Cite

PurposeModern public service systems tackle many complex issues by operating across institutional boundaries. Performance management must operate in this context without clear lines of accountability or central authority. This paper introduces and develops the theoretical mechanism of “performance attraction” to describe how outcomes and associated performance indicators can operate as organising instruments in inter-institutional contexts by attracting, rather than directing, institutional behaviour.Design/methodology/approachWe explore the “performance attractor” role played by outcomes through a multiple case study analysis of three prominent outcomes frameworks operating at the regional, national and international levels: the Scottish Government's National Performance Framework, the Western Australian Alliance to End Homelessness Outcomes Measurement and Evaluation Framework and the United Nations' Sustainable Development Goals.FindingsWe find support for two theorised mechanisms facilitated by the performance attractor concept: (1) that performance attractors enable coordination by creating a shared sense of responsibility for interdependent goals while also permitting autonomous navigation of individual contexts and (2) that performance attractors support performance improvement by motivating collective learning and adaptation informed by institutional interdependencies. Cases relied primarily on voluntary adoption of outcomes frameworks, rather than utilising more coercive forms of accountability. Further studies should explore the institutional response to performance attractors to better understand the potential of this mechanism.Originality/valueThe paper contributes to a growing body of critical literature that has explored alternatives to traditional control-oriented performance management in complex and inter-institutional settings. We describe design principles that policymakers and practitioners can adopt to construct more effective performance frameworks in these conditions.

show abstract

“…Despite growing interest within both academia and practice, market-shaping is in many ways still a nascent domain. Over the past few decades, research has been increasingly perceiving markets as complex adaptive systems in general (Mollinger-Sahba et al, 2021; and as configurations of actors and resources in particular (Andersson et al, 2008;Storbacka & Nenonen, 2011a). Consequently, research is moving from a static and dyadic market view towards a view of markets as ongoing and dynamic processes (Kjellberg & Helgesson, 2006;Kjellberg et al, 2015) with plastic characteristics Nenonen, et al, 2014).…”

Section: Introductionmentioning

confidence: 99%

Market-shaping phases—a qualitative meta-analysis and conceptual framework

Flaig

Kindström

Ottosson

2021

AMS Rev

View full text Add to dashboard Cite

This study explores the potential existence of reoccurring patterns in market-shaping processes by employing a qualitative meta-analysis to analyze 79 case studies on market-shaping. Through the evidence-based synthesis of qualitative data, we extract 20 generalized market-shaping activities that inform and form the foundation of a three-phased market-shaping process. This conceptual framework divides the market-shaping process into the phases of infusion, formation and retention. By applying our conceptual framework to the qualitative dataset, we explore the presence of market-shaping phases and provide further insights into the interdependences and dynamics between multiple, simultaneously occurring, market-shaping processes. By providing a structured market-shaping process, we attempt to reduce the overall complexity of the market-shaping phenomenon and facilitate the operationalization of the phenomenon for further market-shaping research. Additionally, our conceptualization provides practitioners with a framework to analyze the market-shaping efforts of other market actors and support the design of their own market-shaping strategies.

show abstract

New development: Complexity and rhetoric in social impact investment

Cited by 10 publications

References 17 publications

Social Entrepreneurship: The Logic of Paradox

Social Entrepreneurship: The Logic of Paradox

Making performance management relevant in complex and inter-institutional contexts: using outcomes as performance attractors

Market-shaping phases—a qualitative meta-analysis and conceptual framework

Contact Info

Product

Resources

About