The effects of scaling strategies on the scaling of social impact: Evidence from Chinese social enterprises

Abstract

Conventional nonprofit organizations (NPOs) and social enterprises (SEs) face constant challenges when scaling their social impacts, especially in societies undergoing transformation, such as China, where NPO and SE ecosystems are still nascent. Whereas previous studies have identified various scaling approaches for SEs, empirical investigations of the linkages between scaling strategies and scaling performance are lacking.

How does entrepreneur core self‐evaluation affect entrepreneurial orientation in social enterprises? Evidence from China

“…Doing so will prevent three difficulties: the mission drift of social enterprises, violation of the will of stakeholders, and major financial losses. In addition, considering that appropriate scaling strategies, such as knowledge dissemination, organizational growth, and contractual partnerships, have a positive impact on scaling performance (Bi & Yu, 2023), social entrepreneurs can approach more closely on effective scale strategies in the search for greater social impact.…”

Start-ups within entrepreneurial ecosystems: Transition towards a circular economy

“…This awareness is crucial to navigating the complexities inherent in the circular economy landscape. Concerning growth, while ‘scaling up’ is the most used and accepted term, recent studies have expanded on this concept by distinguishing between scaling up, scaling deep and scaling out (André and Pache, 2016; Bauwens et al, 2020; Bi and Yu, 2022; Lam et al, 2020). Scaling up involves increasing the geographical scale of a venture, scaling deep focuses on being more locally anchored whilst scaling out centres on expanding the range of services offered (Bauwens et al, 2020; Kim and Kim, 2022).…”