This study explores the relational processes that underpin social innovation within strategic cross-sector partnerships. Using four longitudinal narratives to document the duality of success and fa...

(Re)Forming Strategic Cross-Sector Partnerships: Relational Processes of Social Innovation

This paper explores and clarifies the significance of aligning mission, objectives and strategy with impact measurement in social entrepreneurship. We present a framework for understanding the value created by social entrepreneurs, presenting theoretical and practical insights into impact measurement. Drawing on case studies in Latin America, we suggest the presence of a ‘mission measurement paradox’ that affects social entrepreneurs in their attempts to measure social impact and understand value creation. The paradox suggests that social entrepreneurs are failing to evaluate their social impact with sufficient regard to their social mission. Preconceptions resulting from the use of traditional management approaches in social enterprises are presented, with guidance on how these can be avoided by both researchers and practitioners.

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

The relationship between business and community is becoming increasingly important, especially with the current blurring of the boundaries between profit and not-for-profit sectors, and the growing number of hybrid organizations such as social enterprises. For these organizations, the assessment of social impact plays a strategic role in helping them understand to what extent their social mission has been accomplished. As a result of increasing interest in the practice of Social Impact Assessment (SIA), many models have been developed, but a system to classify them is still lacking, and so the overall picture remains rather fragmentary if not confusing. In this research, a hierarchical cluster analysis was developed based on a sample of 76 SIA models to group them in macro-categories and help social entrepreneurs choose the model that is best suited to the needs of their organization.

Measuring Value Creation in Social Enterprises A Cluster Analysis of Social Impact Assessment Models

There is a fit between strategy, resource orchestration and social innovationE-commerce enabled social innovation types: incubator, independent and cloneSpecify resource orchestration in e-commerce enabled social innovation E-commerce enabled social innovation is becoming increasingly important as a way of reducing poverty in developing countries and yet has not been studied much by the IS community We utilize the concept of resource orchestration as a theoretical lens to develop a fit model that explicates how resources are orchestrated under the guidance of either an indigenous, exogenous or collaborative strategy to achieve e-commerce enabled social innovation The findings show how resources are orchestrated through the following specific resource-focused actions (collaborating, linking and enriching), which are influenced by the types of strategies applied Our study also identifies different resource portfolios that influence the type of e-commerce enabled social innovation that can be achieved This research benefits both academics and practitioners by contributing to cumulative theoretical developments related to e-commerce enabled social innovation and the resource orchestration perspective, and by offering corresponding practical insights to achieve fit between strategy, resource orchestration and social innovation

/pdf/strategy-resource-orchestration-and-e-commerce-enabled-1m20xxfhcx.pdf

Strategy, Resource Orchestration and E-commerce Enabled Social Innovation in Rural China

Organisations using market-based approaches to achieve social and/or environmental aims are increasingly appearing in tourism. These “social enterprises” express responsible tourism through contributing to poverty alleviation and environmental protection while being financially self-sustaining. This study uncovers the approach of such enterprises in balancing commercial and social/environmental objectives, and investigates the determinants of success. The paper applies Alter's 2006 seven-model framework of social enterprise models to a sample of successful enterprises, “success” being aligned with the broader aims of social enterprises. Overall, it was found that touristic social enterprises operate similarly to those in other sectors, although with a clear preference for three “Alter” models, depending on the type of activity, namely Service Subsidisation, Employment and the Market Intermediary Model. Success factors appear to be valid across all social enterprises in tourism, irrespective of primary bus...

Social enterprises in tourism: an exploratory study of operational models and success factors

The core purpose of social enterprise is to create value for the betterment of society. This aim lies at the center of the framework and is the end toward which all other elements in the framework must contribute. Greater alignment of these elements with the central purpose produces higher organizational coherence which contributes to superior performance.

Mateo Lesizza

Papers

Effective Management of Social Enterprises: Lessons from Businesses and Civil Society Organizations in Iberoamerica

Effective Management of Social Enterprises: Lessons from Businesses and Civil Society Organizations in Iberoamerica