The Blended Value Proposition: Integrating Social and Financial Returns

Emerson, Jed

doi:10.2307/41166187

Cited by 603 publications

(380 citation statements)

References 1 publication

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“…This creates difficulties in terms of assessing risk and return within conventional financial modelling. Furthermore, given its explicit social focus, social innovation 'ventures' may not aim at maximising their financial bottom line, focusing instead on creating 'blended value' (Emerson, 2003) that combines social and financial performance. A third challenge is investor exit -there is currently no fully functioning secondary market in which social innovation investments can be realised.…”

Section: Resultsmentioning

confidence: 99%

Introduction: Dimensions of Social Innovation

Nicholls¹,

Simon²,

Gabriel³

2015

New Frontiers in Social Innovation Research

117

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Section: Resultsmentioning

confidence: 99%

Introduction: Dimensions of Social Innovation

Nicholls¹,

Simon²,

Gabriel³

2015

New Frontiers in Social Innovation Research

117

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“…The Social Return on Investment (SROI) method, introduced through a government sponsored project, is one such evaluation framework, which explicitly aims to mirror the private sector model of assessing return on investment with the reporting of a ratio of investment to financial values of social benefit (Nicholls et al, 2008). Other approaches include Social Accounting and Audit (SAA), Balanced Scorecards, Triple Bottom Line accounting and Blended Value (Emerson, 2003). While some question whether frameworks based on the private sector experience are entirely suitable, others argue that unless organisations use frameworks and language that are recognised by the wider system of decision-making in our mixed economy of welfare, the value and achievements of social purpose organisations will not be acknowledged (Gibbon & Dey, 2011).…”

Section: Methodsologymentioning

confidence: 99%

Social Impact Measurement and Non-profit Organisations: Compliance, Resistance, and Promotion

2013

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Non-profit organisations are under increasing pressure to demonstrate their social impact. This paper examines the experience and behaviour of non-profit organisations in the UK in relation to a demand for impact evaluations. It shows that organisations both accept and resist control, and use evaluations for promotional purposes. External resource providers request organisations to present evidence on how resources are used and what organisations have achieved. However, non-profit organisations can also proactively use social impact measurement as a way of exerting control over their environment through using their discretion in deciding what to measure, how to measure and what to report. The analysis uses a combination of the concepts acceptance, rejection, compliance and strategic decoupling to distinguish different organisational responses to external demands for impact evaluation.

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“…Though engaged in what could be considered an entrepreneurial act the motivation of CSR adopters at this stage contrasts sharply with that of the classic entrepreneur. It is at best sketchily related to any instrumental benefits that might accrue and is primarily directed towards realizing public, rather than private, benefits (Austin et al, 2006;Emerson, 2003Emerson, , 2006. This phenomenon has also been observed in the case of practices outside the normal remit of CSR where idealism is strongly to the fore, such as in the early days of the world wide web and the open source software movement (Economist, 2000;Feller & Fitzgerald, 2002;Stallman, 1999).…”

Section: Isolated Implementation/idealismmentioning

confidence: 99%

Image differentiation with corporate environmental responsibility

Heikkurinen

2010

Corp Soc Responsibility Env

132

116

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This paper analyzes strategic implications of corporate responsibility (CR) and in particular how a firm can differentiate with an environmentally responsible image. A single case study was conducted in the Nordic hospitality industry with semi‐structured interviews as the main data collection method.By adopting an environmentally responsible identity through shared values with the firm's key stakeholders, the firm can reflect an environmentally responsible image. This image can enhance the firm's strategic position through internal and external differentiators from competitors – as the firm becomes a more preferred employer, partner and supplier, it results in enhanced employee motivation, cost savings, better reputation, and greater guest loyalty. The amount of CR depends on the micro/meso/macro/global‐level drivers, and competitive aims of the firm. The emphasis on stakeholder communication becomes greater as the firm increases its CR‐aggressiveness. Copyright © 2010 John Wiley & Sons, Ltd and ERP Environment.

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The Blended Value Proposition: Integrating Social and Financial Returns

Cited by 603 publications

References 1 publication

Introduction: Dimensions of Social Innovation

Introduction: Dimensions of Social Innovation

Social Impact Measurement and Non-profit Organisations: Compliance, Resistance, and Promotion

Image differentiation with corporate environmental responsibility

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