Towards an Appreciation of Ethics in Social Enterprise Business Models

Bull, Mike; Ridley-Duff, Rory

doi:10.1007/s10551-018-3794-5

Cited by 78 publications

(74 citation statements)

References 61 publications

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“…Scholars describe this new form of NPO as "social enterprises (SEs)" (Fitzgerald and Shepherd 2018;Liu et al 2015). From the perspective of organizational goals, SEs focus on creating social value, which is in line with our interpretation of NPOs being social mission-driven organizations (Bull and Ridley-Duff 2019;Weerawardena and Mort 2012). However, unlike NPOs that traditionally rely on private donations and government funding, SEs focus on generating incomes from commercial activities (Defourny and Nyssens 2017;Litrico and Besharov 2019).…”

Section: Introductionmentioning

confidence: 58%

“…Finally, our work contributes to the discussions of business ethics in the area of social entrepreneurship (e.g., Bacq et al 2016;Bull and Ridley-Duff 2019;Chell et al 2016). In particular, scholars indicate that SEs often over-emphasize revenue generation, efficiency, and specialization (André and Pache 2016;Cooney 2011).…”

Section: Theoretical Contributionsmentioning

confidence: 82%

“…Therefore, we prefer the Earned Income School of thought and adopt its definition of SEs. pursuing social missions (e.g., Bacq et al 2016;Bull and Ridley-Duff 2019;Chell et al 2016). Our finding of specific individual practices in supporting the incorporation of commercial processes provides a tool for scholars in this field to examine the ethical concerns for each practice and to ask more specific ethical questions about the transformation from traditional NPOs to SEs.…”

Section: Introductionmentioning

confidence: 87%

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The Transformation from Traditional Nonprofit Organizations to Social Enterprises: An Institutional Entrepreneurship Perspective

Liu

2020

J Bus Ethics

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The development of commercial revenue streams allows traditional nonprofit organizations to increase financial certainty in response to the reduction of traditional funding sources and increased competition. In order to capture commercial revenuegenerating opportunities, traditional nonprofit organizations need to deliberately transform themselves into social enterprises. Through the theoretical lens of institutional entrepreneurship, we explore the institutional work that supports this transformation by analyzing field interviews with 64 institutional entrepreneurs from UK-based social enterprises. We find that the route to incorporate commercial processes and convert traditional nonprofit organizations into social enterprises requires six distinct kinds of institutional work at three different domains; these are-"engaging commercial revenue strategies", "creating a professionalized organizational form", and "legitimating a socio-commercial business model". In elaborating on social entrepreneurship research and practice, we offer a comprehensive framework delineating the key practices contributing to the transformation from traditional nonprofit organizations to social enterprises. This extends our understanding of the ex-ante strategy of incorporating commercial processes within social organizations. Furthermore, the identification of these practices also offers an important tool for scholars in this field to examine the connection (or disconnection) of each practice with different ethical concerns of social entrepreneurship in greater depth.

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Section: Introductionmentioning

confidence: 58%

Section: Theoretical Contributionsmentioning

confidence: 82%

Section: Introductionmentioning

confidence: 87%

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The Transformation from Traditional Nonprofit Organizations to Social Enterprises: An Institutional Entrepreneurship Perspective

Liu

2020

J Bus Ethics

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“…For example, a number of US states have now introduced the Benefit Corporation legal form, largely based on a For-Profit (Ort, 2013). 4 In Europe, social enterprises are typically incorporated in an organisational form based on cooperatives or associations, including the Italian cooperative sociali (Thomas, 2004), soci et e a finalit e sociale in Belgium (Defourny and Nyssens, 2006) and the United Kingdom's Community Interest Company (Bull and Ridley-Duff, 2018). 5 Yet in many jurisdictions (including Australia), there is still no specific form of incorporation for social enterprises; instead, they generally incorporate as either a For-Profit or a non-profit (Mason and Barraket, 2015), likely reflecting their hybrid nature.…”

Section: Literature Reviewmentioning

confidence: 99%

Are Social Enterprises Efficient? A Theoretical Approach

Beckmann

2018

J of App Econs and Policy

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Social enterprises are increasingly being used to distribute income to disadvantaged groups. However, a lack of consensus of what a social enterprise is has prevented researchers from assessing their relative allocative efficiency. I address this gap by extending the standard microeconomic model of a profit‐maximising firm to consider social enterprises as a Social Corporation (SC). I then analyse four types of SC, showing that three can be as allocatively efficient as a for‐profit firm in equilibrium, despite inputs not necessarily being paid their marginal benefit.

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“…Thus, the extant business model studies seem limited and insufficient to make sense of the tensions experienced by transforming NPOs . (Spieth, Schnieder, ClauB, Eichenberg, 2018) (Aversa, Funari, and Haefliger, 2015) • Incentives to Provide Public Goods (Sommerrock 2010) • Ethics (Bull and Ridley-Duff, 2018) …”

Section: Business Model Framework and Their Use In The Social Entrepmentioning

confidence: 99%

Social Venture Business Models for Transforming Non-Profit Organizations: Typology-Driven Theorizing

Margiono¹

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KeywordsBusiness model, social entrepreneurship, social venture, non-profit organization, typology, configuration ii Social Venture Business Models for Transforming Non-Profit Organizations: Typology-Driven Theorizing AbstractSocial entrepreneurship and social ventures are important for the survival of many non-profit organizations (NPOs). Transforming into social ventures and embracing their business models are seen by many NPOs, particularly those operating in developing countries, as potential solutions to achieve financial sustainability in light of a recent decline in public and aid funding support to these organizations. Unfortunately, the knowledge of the appropriate social venture business models for these transforming NPOs is limited. This is a thesis by published papers. Using a theory elaboration/advancement framework to achieve the aims and to link the papers, this thesis contains three sequential papers that fulfil important roles in the typology-driven theorizing process.The first paper, a conceptual paper, entitled "A Typology of Social Venture Business Model Configurations" aims to develop a typology of social venture business models for transforming non-profit organizations. The paper, using resource dependency

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Towards an Appreciation of Ethics in Social Enterprise Business Models

Cited by 78 publications

References 61 publications

The Transformation from Traditional Nonprofit Organizations to Social Enterprises: An Institutional Entrepreneurship Perspective

The Transformation from Traditional Nonprofit Organizations to Social Enterprises: An Institutional Entrepreneurship Perspective

Are Social Enterprises Efficient? A Theoretical Approach

Social Venture Business Models for Transforming Non-Profit Organizations: Typology-Driven Theorizing

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