The more the better vs. less is more: Strategic alliances, bricolage and social performance in social enterprises

Liu, Wentong; Kwong, Caleb; Kim, Young-Ah; Liu, Hongfei

doi:10.1016/j.jbusres.2021.08.012

Cited by 38 publications

(23 citation statements)

References 113 publications

(261 reference statements)

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“…However, few studies have investigated how firms can make full use of bricolage's merit and reduce its potential drawbacks (Kickul et al, 2018;Reypens et al, 2021). Thus, this study extends these research by showing that technological support from suppliers can complement with the proactive advantage-seeking tactics of bricolage for facilitating GM in HPM firms through providing critical engineering and manufacturing technologies, enhancing HPM firm's resource replacement efficiency (Liu et al, 2021;Ravishankar & Gurca, 2015), and avoiding sinking into tinkering traps (Senyard et al, 2014;Steffens et al, 2022).…”

Section: Theoretical Contributionsmentioning

confidence: 59%

“…For example, wood and lorry gears and other easily accessible resources from a salvage station have been used to develop Danish wind turbines (Garud & Karnøe, 2003). Also, bricolage can facilitate the utilization of knowledge from outside the firm to find heterogeneous value and change the usage of existing resources (Liu et al, 2021; Salunke et al, 2013) or to stimulate the value of an existing resource in a new context to reduce the use of raw materials (Baker & Nelson, 2005; Epler & Leach, 2021). For example, existing domain expertise and resources can be recombined by bricoleurs into new R&D processes for coping with the unavailability of inventors and resources in GM (Banerjee & Campbell, 2009; Garud & Prabhu, 2021).…”

Section: Hypothesis Developmentmentioning

confidence: 99%

“…Thus, this can break an HPM firm's path dependencies on using bricolage's unstandardized solution for handling GM in HPM firms. Also, when moral requirements from the public are high, HPM firms must cope with environmental accidents and emergency situations at a fast speed rather than linger over existing solutions (Liu et al, 2021) because the local government, customer, and community will compel HPM firms to quickly cope with these environmental accidents (Pinheiro et al, 2022). Accordingly, the positive relationship between bricolage and GM is strengthened.…”

Section: Hypothesis Developmentmentioning

confidence: 99%

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How bricolage influences green management in high‐polluting manufacturing firms: The role of stakeholder engagement

Liang

Liu

2022

Bus Strat Env

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As green management (GM) matters not only for firms' competitiveness but also has social and health benefits, both the public and government often expect firms to apply it. However, the current literature fails to provide a detailed explanation of how emerging market firms in high‐polluting manufacturing (HPM) industries deal with challenges when applying GM activities, even though these firms may be a key source of environmental problems. To address this research gap, we draw upon a subjectivist view of resource construction to investigate how and when HPM firms in emerging economies can rely on the tactic of bricolage to boost GM. We tested our research model on a sample of 180 chemical engineering manufacturing firms in China. Our results showed that HPM firms can rely on bricolage to positively implement GM, but its effects depend on the participation of different stakeholders. That is, firms can benefit more from bricolage in implementing GM when their suppliers can provide strong technical support and the moral requirements of the public are high. This study highlights the role of subjective resource construction activities in GM with the help of different stakeholder's participation in emerging economies and provides novel explanations and policy implications for this emerging phenomenon.

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Section: Theoretical Contributionsmentioning

confidence: 59%

Section: Hypothesis Developmentmentioning

confidence: 99%

Section: Hypothesis Developmentmentioning

confidence: 99%

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How bricolage influences green management in high‐polluting manufacturing firms: The role of stakeholder engagement

Liang

Liu

2022

Bus Strat Env

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“…The interviews were conducted via telephone with each social enterprise’s board members (in most cases, president or vice president). Drawing on both qualitative (Desa and Koch, 2014) and quantitative research (Bloom and Smith, 2010; Bacq and Eddleston, 2018; Liu et al , 2021), the interview guide for this study enclosed the following indicative open-ended questions: e.g. “Have you covered a larger number of beneficiaries in a larger geographical area during the COVID-19 outbreak?”; “Has your clientele and turnover increased during the COVID-19 outbreak?”; “Have you received any grants or funds due to the pandemic?”; “Have you developed any new activities due to the pandemic?”; “Have you made any new collaborations or partnerships during the COVID-19 outbreak?”; “Have you engaged in any advocacy campaign during the COVID-19 outbreak?”; “Have you participated in a learning program systematically during the COVID-19 outbreak?”; and “How have you handled the uncertainties and the challenges of the health crisis?” We then encouraged the interviewees to provide a narrative account of their organization’s journey from the pandemic outbreak to the present day (e.g.…”

Section: Methodsmentioning

confidence: 99%

“…The interviews were conducted via telephone with each social enterprise's board members (in most cases, president or vice president). Drawing on both qualitative (Desa and Koch, 2014) and quantitative research (Bloom and Smith, 2010;Bacq and Eddleston, 2018;Liu et al, 2021) ). Second, we complemented the interview data with desk research to collect qualitative content from the cases' websites, annual reports and business plans.…”

Section: Interview Guide and Data Collectionmentioning

confidence: 99%

Organizational growth strategies for Greek social enterprises’ social impact during the COVID-19 pandemic

Loukopoulos

Papadimitriou

2022

SEJ

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Purpose The repercussions of the COVID-19 pandemic and the organizational scaling strategies of the social impact are still under-researched and remain one of the most significant issues in the social entrepreneurship field, with scarce empirical research so far. This paper aims to present the organizational growth strategies that Greek social enterprises have used to scale their social impact during the COVID-19 pandemic. Design/methodology/approach Building on development studies, organization theory and social movement research, this study addresses how Greek social enterprises scale their social impact following organizational growth strategies during the pandemic, based on a sample of ten social enterprises and following a qualitative method approach through a multiple case study. Findings Results highlight that during the COVID-19 pandemic, the organizational scaling of social enterprises has supported social impact through expanding services, building new interorganizational collaborations and serving additional beneficiaries. Furthermore, new and viable growth strategies include advocacy-oriented scaling for resources and local and remote markets through prompt digitalization. Originality/value To the best of the authors’ knowledge, this paper is the first systematic attempt to explore the organizational scaling strategies undertaken by Greek social enterprises in the context of the difficulties placed by the COVID-19 crisis. What emerged from this study was a new prominent organizational scaling strategy of the social enterprises’ social impact called strategic organizational change.

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Degrowth attitudes among entrepreneurs hinder fast venture scaling

Hinderer,

Kuckertz

2024

Bus Strat Env

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The degrowth paradigm has gained popularity in the sustainability discourse in recent years. Questioning the absolute decoupling of economic growth from environmental degradation, degrowth proponents suggest downscaling production and consumption to reduce resource extraction and energy consumption. However, this seems to be at odds with conventional wisdom about entrepreneurship. Thus, our research aims to shed light on the implications of the degrowth discourse on entrepreneurship. We answer how degrowth attitudes among (sustainable) entrepreneurs are associated with decision‐making on scaling strategies for their ventures. Differentiating between scaling fast and scaling slow strategies, we show that a degrowth attitude is negatively associated with scaling fast strategies, whether entrepreneurs consider themselves sustainable or not. However, sustainable entrepreneurship is positively associated with scaling slow strategies. Furthermore, we show that the development level of the economy an entrepreneur is active in is an essential factor in the decision‐making on scaling strategies.

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The more the better vs. less is more: Strategic alliances, bricolage and social performance in social enterprises

Cited by 38 publications

References 113 publications

How bricolage influences green management in high‐polluting manufacturing firms: The role of stakeholder engagement

How bricolage influences green management in high‐polluting manufacturing firms: The role of stakeholder engagement

Organizational growth strategies for Greek social enterprises’ social impact during the COVID-19 pandemic

Degrowth attitudes among entrepreneurs hinder fast venture scaling

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