Toward a Better Understanding of Hybridity in Social Entrepreneurship

Chambers, Liudmila; Davies, Iain

doi:10.5465/ambpp.2014.13495abstract

Cited by 4 publications

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“…Third, our results are based only on social entrepreneurship taking place within the nonprofit sector, and specifically that which pertains to entrepreneurship through earned income generation (e.g., Boschee & McClurg, 2003; Gras & Mendoza‐Abarca, 2014; Kerlin, 2006; LeRoux, 2005; Thompson, 2002; Wallace, 1999) as opposed to alternative conceptualizations, such as those focused on innovation or the creation of new ventures (e.g., Zahra et al, 2008). As such, caution should be taken in applying our theorizing and interpreting our findings to other sectors (e.g., governmental, for‐profit) and/or other forms (and corresponding definitions) of social entrepreneurship.…”

Section: Discussionmentioning

confidence: 99%

“…For‐profit organizations that explore and exploit market‐based opportunities may leverage their activities and resources to generate social value. Similarly, nonprofit organizations—the focus of this paper—inherently leverage resources to create social value, but they may also exploit many types of opportunities (including market‐based ones) to address social problems (Boschee & McClurg, 2003; Dacin et al, 2010; Kerlin, 2006; Mmbaga, Yan, & Gras, 2022; Nicholls, 2010; Wallace, 1999).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

“…For‐profit organizations inherently exploit market‐based opportunities and therefore need only the social value creation component to engage in social entrepreneurship. Conversely, nonprofit/social organizations inherently entail social value creation and need only pursue market‐based opportunities to engage in social entrepreneurship (Boschee & McClurg, 2003; Dacin, Dacin, & Matear, 2010; Nicholls, 2010; Wallace, 1999). Interestingly, while the preponderance of academic theorizing and empirical investigation is focused on for‐profit social ventures, nonprofits earning income through markets (i.e., the sale of goods and services) are ubiquitous and may well comprise the bulk of social entrepreneurship activities around the globe (Bozhikin, Macke, & da Costa, 2019; Gupta, Chauhan, Paul, & Jaiswal, 2020).…”

Section: Introductionmentioning

confidence: 99%

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In pursuit of diversification opportunities, efficiency, and revenue diversification: A generalization and extension for social entrepreneurship

Yan

Mmbaga

Gras

2022

Strategic Entrepreneurship

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Research Summary Our study generalizes and extends a cumulative body of research on diversification into the contexts of social entrepreneurship. We examine the extent to which internationalization and program diversification affect a coveted, yet understudied, outcome for social organizations—revenue diversification—and investigate efficiency as a boundary condition of those relationships. Our longitudinal analyses, based on roughly 53,000 observations of Canadian nonprofits that engage in social entrepreneurship, indicate that program diversification is positively related to nonprofits' revenue diversification, but internationalization is not. Further, we found that efficiency compliments these relationships. Our findings are partially in line with research from the for‐profit literature, but also extend this line of research by suggesting that different types of diversification are associated with revenue diversification in the context of social entrepreneurship. Managerial Summary Founders, executives, and managers of social organizations often strategically design and implement programs and internationalization strategies to achieve better organizational outcomes. Our results reveal that pursuing program diversification opportunities are related to revenue diversification and that highly efficient nonprofits are more likely to increase their revenue diversification as they pursue more program diversification and internationalization opportunities. Social entrepreneurs and their organizations may therefore learn from, build upon, and to some degree tailor theories and strategies of for‐profit organizations to better serve their social and environmental mission and ensure long‐term financial stability.

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Section: Discussionmentioning

confidence: 99%

Section: Theory and Hypothesesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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In pursuit of diversification opportunities, efficiency, and revenue diversification: A generalization and extension for social entrepreneurship

Yan

Mmbaga

Gras

2022

Strategic Entrepreneurship

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“…Certaines adoptent des statuts originaux, comme le statut associatif ou le statut coopératif dans le secteur de l'économie sociale et solidaire. D'autres conservent un statut plus classique de société anonyme, tout en adoptant un objet social qui ne soit pas qu'économique mais qui englobe la prise en compte des intérêts de la société et/ou de la nature (Chambers, 2014). Ces initiatives demeurent peu visibles tant qu'elles n'adoptent pas la sémantique de la RSE des grandes entreprises (Murillo & Lozano, 2006).…”

Section: Un Positionnement Méthodologique Originalunclassified

La critique écologique radicale dans le contexte de l’entreprise : l’ambivalence des démarches de RSE dans les entreprises en Biodynamie

Roquebert

2020

Vie &Amp; Sciences De l'Entreprise

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Cet article interroge la portée de la critique écologique pour l’évolution organisationnelle dans un contexte capitaliste. Nous nous intéressons aux répercussions d’une critique écologique radicale sur le modèle de l’entreprise et sur la RSE. Cette recherche qualitative s’appuie sur le cadre des Économies de la grandeur (Boltanski et Thévenot, 1991). Elle propose une analyse de l’argumentation écologique et questionne son caractère radical (Lafaye et Thévenot, 1993), à travers l’étude de deux PME en croissance engagées en Biodynamie. Nous y étudions la confrontation entre le développement d’un modèle fonctionnaliste d’organisation et les tentatives de défense d’un modèle écologique d’organisation, la RSE tenant une place ambivalente dans cette tension. Cette recherche précise la tension amenée par l’argumentation écologique (Lafaye et Thévenot, 1993) et expose cette tension pour l’évolution des entreprises.

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Relevance of Systems Thinking and Scientific Holism to Social Entrepreneurship

Trivedi

Misra

2015

The Journal of Entrepreneurship

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Social enterprises are said to meet two conditions—they address long-standing social problems, and they develop innovative solutions to do so. However, many social enterprises satisfy these two conditions but are unsuccessful in creating sustained positive social change. This article argues that a necessary condition for social enterprises to create and sustain social change is the ability to cognise the ecology of the social problem—the relationship and interaction between a social problem and its context. This article scrutinises how social enterprises conceptualise and address social problems by applying the principles of scientific holism and systems thinking to social entrepreneurial theory and practice. It presents social problem archetypes and develops key lessons for devising effective strategies for addressing social problems.

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Toward a Better Understanding of Hybridity in Social Entrepreneurship

Cited by 4 publications

References 0 publications

In pursuit of diversification opportunities, efficiency, and revenue diversification: A generalization and extension for social entrepreneurship

In pursuit of diversification opportunities, efficiency, and revenue diversification: A generalization and extension for social entrepreneurship

La critique écologique radicale dans le contexte de l’entreprise : l’ambivalence des démarches de RSE dans les entreprises en Biodynamie

Relevance of Systems Thinking and Scientific Holism to Social Entrepreneurship

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