Social entrepreneurship and values work: The role of practices in shaping values and negotiating change

Chatterjee, Ira; Cornelissen, Joep; Wincent, Joakim

doi:10.1016/j.jbusvent.2020.106064

Cited by 53 publications

(40 citation statements)

References 66 publications

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“…Vaccaro and Palazzo (2015) showed how actors strategically used values work to bring about changes in behavior in the context of organized crime. Similarly, Chatterjee et al (2021)…”

Section: Reflecting Backward: the Role Of Values In Organizational Changementioning

confidence: 98%

“…Vaccaro and Palazzo (2015) showed how actors strategically used values work to bring about changes in behavior in the context of organized crime. Similarly, Chatterjee et al (2021) demonstrated how actors engaged in strategic values work and introduced organizational practices infused with new values of gender equality in a context previously dominated by traditional values, thus initiating social change. Collectively, this work highlights the performative power of values and demonstrates how actors can strategically use values work to bring about change.…”

Section: Reflecting Backward: the Role Of Values In Organizational Changementioning

confidence: 99%

“…Another stream of research has looked at how individuals engage in “values work,” described as “the work that is going on at any moment as values practices emerge and are performed, as well as the effects values practices perform and provoke as they work their way through an organization” (Gehman et al, 2013, p. 102). Under this view, values are embedded in and performed through practices, serving change agents as critical tools to bring about change (Chatterjee et al, 2021). Vaccaro and Palazzo (2015) showed how actors strategically used values work to bring about changes in behavior in the context of organized crime.…”

Section: Reflecting Backward: the Role Of Values In Organizational Changementioning

confidence: 99%

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Reflecting Backward to Project Forward: Refocusing on Values in Organizational Change

Klein

2021

The Journal of Applied Behavioral Science

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As ideals about what is worth having, doing, and being, values are core to organizational functioning. Various organizational elements, such as design, identity, and culture, as well as organizational practices, are infused with values, pointing to the critical role values play during organizational change. While we know that the congruence between established values and those of prescribed changes influences change outcomes, our understanding of the role of values in organizational change processes remains largely speculative. In this paper, I outline how taking a value-centered approach to organizational change can enhance our understanding of organizational change processes.

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“…Vaccaro and Palazzo (2015) showed how actors strategically used values work to bring about changes in behavior in the context of organized crime. Similarly, Chatterjee et al (2021)…”

Section: Reflecting Backward: the Role Of Values In Organizational Changementioning

confidence: 98%

Section: Reflecting Backward: the Role Of Values In Organizational Changementioning

confidence: 99%

Section: Reflecting Backward: the Role Of Values In Organizational Changementioning

confidence: 99%

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Reflecting Backward to Project Forward: Refocusing on Values in Organizational Change

Klein

2021

The Journal of Applied Behavioral Science

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“…A mindset of sustainability refers to the desire to improve the quality of life in general and also encompasses the pursuit of social justice, democracy, and collaboration between individuals and organisations (Yokoyama and Birchley, 2018: 75), while a mindset of social responsibility in the context of social entrepreneurship encompasses the desire to solve societal problems and establish just social relations (Bornstein in Yokoyama and Birchley, 2018: 75) and empathy (Singh and Sharma, 2018: 214). This type of social change is grounded in social and sustainable values, which social entrepreneurs must also possess (Chatterjee, Cornelissen, and Wincent, 2021).…”

Section: Young People and Social Entrepreneurshipmentioning

confidence: 99%

Youth 2020: The position of young people in Slovenia

2021

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After ten years, we are again facing a survey on the position of young people in Slovenian society Mladina 2020. As this is a national survey on the young generation between 15-29 years, its informative value is for the client (Office of the Republic of Slovenia for Youth) society as a whole is of paramount importance. Our goal is primarily to realize the basic purpose of the research, which is to provide support in the Office in the next few years with the help of Youth 2020 with evidence of supported formulation of public policies in the field of youth. Along with the research, the contractors also prepared recommendations that can serve as a starting point for the design of measures. The latter should provide young people with better conditions for the transition to adulthood, and adults a peaceful maturity, aware that the young generation is empowered and well prepared to face all life circumstances. Is that true? So what is our youth like on the threshold of the 21st century?

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“…The community and the business run within social entrepreneurship, which combines both individual and organization's social and economic perspectives to solve social problems through innovation and business. [12], [13], [14] , [15]. CE is collective action to transform social-economy, culture and environmental system within several roles in the community; owner, businessmen, and workers [16], [17], [18], [19], [20], [21], [22], [23].…”

Section: Introductionmentioning

confidence: 99%

Measurement Model on Community Farmer for Agriculture Cluster Development

Silfia

Helmi

Noer

et al. 2021

Int. J. Adv. Sci. Eng. Inf. Technol.

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Community entrepreneurship (CE) is an established synergetic network between the community and social entrepreneurship. CE in agricultural cluster area development (ACD), which is based on small-medium enterprise (SMEs) comprises the collaborative engagement between farmer community, agribusiness cluster, and common resources. This research aims to analyze CE performance in ACD based on SMES through emerging CE variables and how to manage CE's variables most effectively. This study contributes to the enhancement of CE performance in ACD. It also contributes to the methodology through the community effectiveness entrepreneurship index (CEEI). CEEI is a model to measure CE in ACD. It is an average score of 30 indicators from CE functions: collective innovation, collective supply chain management, collective accessibility to economic resources and opportunities, profit accumulation, and benefit-sharing. Using a factor analysis validation, CEEI has been applied to farmer groups in Lembah Gumanti subdistrict, Solok regency, West Sumatra province, Indonesia as a pilot test. The results indicated constructing the measured performance of CE in ACD identified CE performance supported by all CE variables. There are three CE effectiveness categories in ACD; strong (4), fair (3), and weak. Primarily, the management has yet been effective for CE variables. This is because the majority of CE is still not managed by non-social business communities. Community social businesses are better at managing synergies with the dimensions of collective action for innovation, SCM, accessibility, profits, and benefit-sharing.

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Social entrepreneurship and values work: The role of practices in shaping values and negotiating change

Cited by 53 publications

References 66 publications

Reflecting Backward to Project Forward: Refocusing on Values in Organizational Change

Reflecting Backward to Project Forward: Refocusing on Values in Organizational Change

Youth 2020: The position of young people in Slovenia

Measurement Model on Community Farmer for Agriculture Cluster Development

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