Social Enterprises and the Timing of Conception: Organizational Identity Tension, Management, and Marketing

Smith, Brett; Knapp, Joshua R.; Barr, Terri Feldman; Stevens, Christopher E.; Cannatelli, Benedetto Lorenzo

doi:10.1080/10495141003676437

Cited by 55 publications

(47 citation statements)

References 31 publications

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“…An identity-based perspective provides the definition of an entity, its primary mission, and its basis for action and can be defined as the characteristics of the entity that are central, enduring and distinctive (Ashforth, Rogers, and Corley 2011). An identity perspective has also been recognized as a theoretical perspective with much promise in the field of social entrepreneurship and has been applied to an emerging line of research to better understand processes within social ventures (Battilana and Dorado 2010;Dacin, Dacin, and Tracey 2011;Smith et al 2010).…”

Section: Introductionmentioning

confidence: 99%

Should We Stay or Should We Go? ‘Organizational’ Relational Identity and Identification in Social Venture Strategic Alliances

Smith

Meyskens

Wilson

2014

Journal of Social Entrepreneurship

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In tackling some of society's most intractable problems, social ventures often engage in strategic alliances to overcome resource constraints and scale their solutions. While considerable research has focused on why strategic alliances are created, less attention has been focused on how they form and why they may (not) persist. Building on an identity-based perspective, this paper develops a theoretical model of strategic alliance development and change by explaining how, and with what results, leaders of social ventures influence the development of organizational identities within their own organizations and strategic alliance partner organizations. The model presented in this paper contributes to the identity literature by developing a cross-level model that explains how individual identities can facilitate the development of organizational identities and by extending the individual-level construct of relational identity to the organizational level by introducing the constructs of 'organizational' relational identity and identification. The model contributes to the social entrepreneurship and strategy literatures by suggesting that identity explanations may inform how strategic alliances are formed and why they may (not) persist.

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Section: Introductionmentioning

confidence: 99%

Should We Stay or Should We Go? ‘Organizational’ Relational Identity and Identification in Social Venture Strategic Alliances

Smith

Meyskens

Wilson

2014

Journal of Social Entrepreneurship

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“…Every year the girl scouts sell their famously tasty, yet famously expensive, cookies. These sales net a total of over $400 million dollars a year for the organization (Smith, Knapp, Barr, Stevens, & Cannatelli, 2010). It is no surprise that they keep selling cookies.…”

Section: Social Enterprisementioning

confidence: 99%

“…This issue should not be underestimated and must be handled with care. However, it can be overcome with effective leadership (Smith et al, 2010).…”

Section: Social Enterprisementioning

confidence: 99%

“…Alternately, leaders more accustomed to the ease of business metrics to measure the outcomes of their efforts may find measuring the social return on investment to be an equally daunting task (Meadows & Pike 2010;Ryan 2008). Social enterprise is a complex field requiring the expertise of a skilled leader well versed in both the philanthropic world of dealing with foundations and promoting social outcomes while also possessing the business savvy necessary to manage the for profit element of the organization (Kirkman, 2012;Smith et al, 2010;Smith et al, 2012).…”

Section: Social Enterprisementioning

confidence: 99%

“…It allows nonprofits to potentially support a portion of their mission through earned revenue from either their existing clients or from outside sources (Popielarski & Cotugna, 2010;Smith, Cronley, & Barr, 2012). One well known example of this can be found in the Girl Scouts and the very tempting cookies they sell each year (Smith, Knapp, Barr, Stevens, & Cannatelli, 2010). Similarly, opportunities such as those offered to schools by the controversial Channel One have shown that schools are generally interested in partnering with for-profit businesses if it helps them provide greater services to their students at no cost (Blokhuis, 2008).…”

mentioning

confidence: 99%

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Social Enterprise and Christian School Finance: Receptivity of ACSI Christian School Leaders in Mid-America

Schroeder¹

2012

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Construction of organizational identity claim and understanding in nonprofits: Evidence from Pakistan's voluntary organizations

Saqib

2019

Nonprofit Mgmnt & Ldrshp

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There is a substantial research literature on nonprofits identity claim and identity understanding but much less on how these identities are constructed in the first place. This article explores how identity claim and identity understanding are constructed in the nonprofits and reasons for such constructions. Exploratory multiple case study analysis was conducted with two voluntary organizations. The results showed that three factors play a significant role in construction of identity claim; founders, funding, and power of stakeholders. The construction of identity understanding is influenced by the claim and is often in sync until the funding source changes leading to a dissimilar identity understanding. The members, however, showed reluctance to embrace the new identity due to the power of stakeholders and fear of mission drift. The unsynchronized claim and understanding caused confusions among the members as they juggled between adopting the new identity understanding and keeping a dissimilar claim. This confusion hinders the nonprofits growth and they struggle to answer what they want to be in future.

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Social Enterprises and the Timing of Conception: Organizational Identity Tension, Management, and Marketing

Cited by 55 publications

References 31 publications

Should We Stay or Should We Go? ‘Organizational’ Relational Identity and Identification in Social Venture Strategic Alliances

Should We Stay or Should We Go? ‘Organizational’ Relational Identity and Identification in Social Venture Strategic Alliances

Social Enterprise and Christian School Finance: Receptivity of ACSI Christian School Leaders in Mid-America

Construction of organizational identity claim and understanding in nonprofits: Evidence from Pakistan's voluntary organizations

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