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The Practice Of Everyday Life

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

The third way: the renewal of social democracy

The impacts of the global economic crisis of 2008, the intractable problems of persistent poverty and environmental change have focused attention on organizations that combine enterprise with an embedded social purpose. Scholarly interest in social enterprise (SE) has progressed beyond the early focus on definitions and context to investigate their management and performance. From a review of the SE literature, the authors identify hybridity, the pursuit of the dual mission of financial sustainability and social purpose, as the defining characteristic of SEs.They assess the impact of hybridity on the management of the SE mission, financial resource acquisition and human resource mobilization, and present a framework for understanding the tensions and trade-offs resulting from hybridity. By examining the influence of dual mission and conflicting institutional logics on SE management the authors suggest future research directions for theory development for SE and hybrid organizations more generally.

https://onlinelibrary.wiley.com/doi/pdf/10.1111/ijmr.12028

Social Enterprises as Hybrid Organizations:A Review and Research Agenda*

Hybrid organizations that combine multiple organizational forms deviate from socially legitimate templates for organizing, and thus experience unique organizing challenges. In this paper, we introduce and develop the concept of hybrid organizing, which we define as the activities, structures, processes and meanings by which organizations make sense of and combine multiple organizational forms. We propose that social enterprises that combine the organizational forms of both business and charity at their cores are an ideal type of hybrid organization, making social enterprise an attractive setting to study hybrid organizing. Based on a literature review of organizational research on social enterprise and on our own research in this domain, we develop five dimensions of hybrid organizing and related opportunities for future research. We conclude by discussing how insights from the study of hybrid organizing in social enterprises may contribute to organization theory.

Advancing Research on Hybrid Organizing – Insights from the Study of Social Enterprises

Much attention has been paid to the contested concept of “social enterprise”. A wide variety of organisational types have had the label attributed to them or have tried to claim the label for themselves. Existing academic literature provides a bewildering array of definitions and explanations for the emergence of social enterprise. This conceptual confusion is because social enterprise is a fluid and contested concept constructed by different actors promoting different discourses connected to different organisational forms and drawing upon different academic theories. This article makes sense of these different social enterprise forms, academic explanations and policy and practitioner discourses. Using the example of England, where social enterprise has been heavily promoted and supported as a site for policy intervention, an analysis of how the meanings of social enterprise have evolved and expanded over time is provided. This demonstrates that the language of social enterprise was initially developed as...

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What's in a Name? Making Sense of Social Enterprise Discourses

Social innovation is a contested concept with multiple meanings that have implications beyond academia. It is not a new term – its sociological heritage can be dated to the late nineteenth century. However, until the twenty-first century the concept was sparsely utilised, and, despite its current popularity among policy makers in Europe and the United States, remains largely ignored by social policy researchers. Through bibliometric analysis we identify the most influential articles on social innovation and explore how these have conceptualised the term. We show that over time social innovation has taken on a set of meanings far removed from its sociological roots. In particular we identify a weak tradition that sees social innovation as any increase in aggregate individual utility arising from an innovation, and a strong tradition that focuses on the process of collaboration between different groups and the restructuring of power relations. We conclude by outlining implications for social policy research.

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How Social Innovation ‘Came to Be’: Tracing the Evolution of a Contested Concept

This article examines the potential impact of social enterprise on disadvantage. The case study research involved participant observation over a 2-year period. Selection of cases was based on a preliminary typology for social enterprise and disadvantage was conceptualized using the European concept of social exclusion. This sees exclusion as multidimensional and relative to the standards of the society in which a person lives. The existing research literature suggests that the aggregate economic impact of social enterprise upon exclusion is marginal. This is a consequence of a mismatch between policy expectations and what is happening in the field. This study found that different forms of social enterprise impacted on exclusion in different ways. This article outlines these different impacts in order to open up a more balanced perspective on the potential and limitation of social enterprise in combating disadvantage.

How Can Social Enterprise Address Disadvantage? Evidence from an Inner City Community

Using England as a paradigmatic case of the ‘enterprising up’ of the third sector through social enterprise policies and programs, this article sheds light on practitioners’ resistance as enacted through dramaturgical identification with government strategies. Drawing from a longitudinal qualitative research study, which is interpreted via Michel de Certeau’s theory of the prosaic of the everyday, we present the case study of Teak, a charitable regeneration company, to illustrate how its Chief Executive Liam ‘acted as’ a social entrepreneur in order to gain access to important resources. Specifically, we establish ‘tactical mimicry’ as a sensitizing concept to suggest that third sector practitioners’ public identification with the normative premises of ‘social enterprise’ is part of a parasitical engagement with governmental power geared toward appropriating public money. While tactical mimicry conforms to governmental strategies only in order to exploit them, its ultimate aim is to increase potential for collective agency outside the direct influence of power. The contribution we make is threefold: first, we extend the recent debate on ‘productive resistance’ by highlighting how ‘playing the game’ without changing existing relations of power can nevertheless produce largely favorable outcomes. Second, we suggest that recognition of the potentiality of tactical mimicry requires methodologies that pay attention to the spatial and temporal dynamics of resistance. Finally, we argue that explaining the normalizing power of ‘social enterprise’ without consideration of the non-discursive, mainly financial resources made available to those who identify with it, necessarily risks overlooking a crucial element of the dramaturgical dynamic of discourse.

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The tactical mimicry of social enterprise strategies: Acting ‘as if’ in the everyday life of third sector organizations:

Social enterprise is presented as a potential policy solution to homelessness, particularly as regards the employment of homeless people This policy focus relies on an assumption that social and commercial goals can be successfully combined This implies that by pursuing profit-maximizing behaviour social enterprises can also maximize social benefits However, this paper shows that social enterprises are hybrid organizations facing a trade-off between social and commercial considerations The paper identifies strategies used by work integration social enterprises in the homelessness field to balance mission-related goals with financial sustainability The six case study organizations drew upon a hybrid range of economic resources transferred from other sectors of the economy This enabled them to compete with private sector organizations, by effectively transferring the additional cost of employing homeless people from the social enterprise to consumers, government, philanthropic donors, and other organi

Simon Teasdale

Papers

What's in a Name? Making Sense of Social Enterprise Discourses

How Social Innovation ‘Came to Be’: Tracing the Evolution of a Contested Concept

How Can Social Enterprise Address Disadvantage? Evidence from an Inner City Community

The tactical mimicry of social enterprise strategies: Acting ‘as if’ in the everyday life of third sector organizations:

Negotiating Tensions: How Do Social Enterprises in the Homelessness Field Balance Social and Commercial Considerations?