Scaling Social Entrepreneurial Impact

Bloom, Paul N.; Chatterji, Aaron

doi:10.2307/41166496

Cited by 231 publications

(224 citation statements)

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“…However, genuine systems change is a very ambitious objective and typically requires a combination of scale, geographical spread and political support. Bloom and Chatterji (2009) acknowledged these factors when they established the SCALERS model as a guide to key activities needed to achieve scale in social innovation, notably in terms of staffing, communicating, alliance building, lobbying, earnings generation, replicating and stimulating market forces. Elsewhere research has focused on the institutional, rather than organisational, aspects of achieving scale, particularly in terms of building social innovation 'ecosystems' (Bloom and Dees, 2008).…”

Section: Discussionmentioning

confidence: 99%

Introduction: Dimensions of Social Innovation

Nicholls¹,

Simon²,

Gabriel³

2015

New Frontiers in Social Innovation Research

117

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Section: Discussionmentioning

confidence: 99%

Introduction: Dimensions of Social Innovation

Nicholls¹,

Simon²,

Gabriel³

2015

New Frontiers in Social Innovation Research

117

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“…The social enterprise needs financial resources to start, grow and reach a critical scale (Harding, 2007;Bloom and Chatterji, 2009). However, conventional finance does not provide for adequate resources to these enterprises (Nicholls, 2010).…”

Section: Hybridity At the Heart Of Value Creationmentioning

confidence: 99%

Performance of impact investing: A value creation approach

Viviani¹,

Maurel

2019

Research in International Business and Finance

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The purpose of this article is to present an overview about the origins of value creation in impact investing and propose a measure of value creation. According to this point of view, impact investing, i.e. investing in enterprises with a both social and financial objective can be justified only if those enterprises can provide for a higher performance than with a simple portfolio diversification (separate investment in two types of activity). After an overview about the sources of value creation in impact investees as well as about a discussion on existing methods, we propose a method to measure multidimensional value creation.

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“…The issue of organizational capabilities of SEVs has recently been investigated by Bloom and Chatterji (2009). They listed seven organizational capabilities that matter most for driving successful scaling social entrepreneurial impact under the acronym "SCALERS".…”

Section: The Mediating Effect Of Organizational Capabilitiesmentioning

confidence: 99%

“…Fourth, Lobbying means "the effectiveness with which the organization is able to advocate for government actions that may work in its favor" (Bloom & Chatterji, 2009: 11). As an example, Bloom and Chatterji (2009) mention the success of a SEV in getting the courts, administrative agencies, legislators, and government leaders to help its cause. Fifth, Earningsgeneration reflects the organization's success in generating revenues that exceed its expenses.…”

Section: The Mediating Effect Of Organizational Capabilitiesmentioning

confidence: 99%

“…Finally, the seventh organizational capability identified by Bloom and Chatterji (2009), Stimulating market forces, induces the creation of incentives that encourage others to serve the public good. Bloom and Smith (2008) have shown that these seven organizational capabilities are all important predictors of scaling of social impact.…”

Section: The Mediating Effect Of Organizational Capabilitiesmentioning

confidence: 99%

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