Understanding Value Creation in Social Entrepreneurship: The Importance of Aligning Mission, Strategy and Impact Measurement

Ormiston, Jarrod; Seymour, Richard

doi:10.1080/19420676.2011.606331

Cited by 139 publications

(178 citation statements)

References 48 publications

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“…Entrepreneurial capabilities of the individual also define the understanding one develops about the opportunities available to work on the identified problems and the approaches he/she adopts. In this way, social value creation (Ormiston & Seymour, 2011) and social impact measurement (Austin, Gutierrez, Ogliastri, & Reficco, 2006) are crucial in social entrepreneurship.…”

Section: B) Entrepreneurshipmentioning

confidence: 98%

Dynamic curriculum development on social entrepreneurship – A case study of TISS

Kummitha

Majumdar

2015

The International Journal of Management Education

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Section: B) Entrepreneurshipmentioning

confidence: 98%

Dynamic curriculum development on social entrepreneurship – A case study of TISS

Kummitha

Majumdar

2015

The International Journal of Management Education

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“…Scaling a social venture thus requires intermediate-term commercial viability or large supporting patient capital investments from impact investors, both of which are particularly hard to achieve in the social investment sector (Kohler 2011). To persuade impact capital stakeholders to maintain support and engage with the scaling strategy, an emphasis must be placed on identifying and communicating the innovative aspects of the social value created (Bloom and Smith 2010;Dees, Anderson, and Wei-Skillern 2004;Ormiston and Seymour 2011). The Scaling Social Impact: Building Sustainable Social Ventures 151 venture then must clearly demonstrate that its products/services embed a social innovation in a local cultural setting as a sustainable solution that 'benefits people whose urgent and reasonable needs are not being met by other means' (Young 2006, 56).…”

Section: Scaling Social Impact At the Base-of-the-pyramid: Minimum Crmentioning

confidence: 99%

Scaling Social Impact: Building Sustainable Social Ventures at the Base-of-the-Pyramid

Desa

Koch

2014

Journal of Social Entrepreneurship

194

143

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This paper examines the process through which ventures scale their social impact in base-of-the-pyramid communities. A careful review of extant literature reveals two distinct modes of scaling social impact -breadth and depth scale. Drawing on a longitudinal study of Naandi and Drishtee -two exemplary social ventures in rural India -it is suggested that the depth and breadth scale develop through different processes. Each venture dynamically balances a minimum critical specification of social innovation, affordability, and market penetration while scaling social impact. We chart this path to scale in the two social ventures, and find that the relationship between minimum critical specifications and social impact is mediated by contrasting approaches to resource mobilization, operating routines, and entrepreneurial adjustment. The findings suggest that the process of scaling social impact can be characterized by a punctuated equilibrium model of system change.

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“…Whereas Yang and Wu (2015) consider the internationalisation strategies of social enterprises. Further strategy topics that social entrepreneurship scholars have considered include rhetorical strategy in social entrepreneurship (Ruebottom, 2013); social enterprise business models (Santos, Pache, & Birkholz, 2015); strategic alignment and impact in social enterprises (Ormiston & Seymour, 2011); and social enterprise performance and strategy implementation (Bull, 2007). There is also significant work on strategy in hybrid organisations, of which social enterprises can be considered a form (see Doherty, Haugh, & Lyon, 2014).…”

Section: Social Enterprises and Strategymentioning

confidence: 99%

Social enterprise resilience in sub‐Saharan Africa

Littlewood

Holt

2018

Bus Strat Dev

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This paper examines resilience in development-oriented social enterprises in sub-Saharan Africa drawing upon in-depth case study research. It explores the nature of the strategic challenges faced by social enterprises in sub-Saharan African contexts and which necessitate organisational resilience. Key resources and capabilities possessed by resilient social enterprises are identified. Finally, strategies adopted by resilient social enterprises are explored. This research not only contributes to literature on resilience in social enterprises but also works on wider organisational resilience, particularly in complex and unpredictable environments. Furthermore, it contributes to hitherto limited work on social enterprises in sub-Saharan Africa. Finally, this paper has implications for practicing managers in social enterprises who are looking to build organisational resilience. Work on social enterprise and entrepreneurship in Africa also remains limited (Rivera-Santos, Holt, Littlewood, & Kolk, 2015). By drawing --------------------------------------------------------------------------------------------------------------------------------This is an open access article under the terms of the Creative Commons Attribution License, which permits use, distribution and reproduction in any medium, provided the original work is properly cited.

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Understanding Value Creation in Social Entrepreneurship: The Importance of Aligning Mission, Strategy and Impact Measurement

Cited by 139 publications

References 48 publications

Dynamic curriculum development on social entrepreneurship – A case study of TISS

Dynamic curriculum development on social entrepreneurship – A case study of TISS

Scaling Social Impact: Building Sustainable Social Ventures at the Base-of-the-Pyramid

Social enterprise resilience in sub‐Saharan Africa

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