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Journal ArticleDOI

The Legitimacy of Social Entrepreneurship: Reflexive Isomorphism in a Pre–Paradigmatic Field:

Alex Nicholls
- 01 Jul 2010 - 
- Vol. 34, Iss: 4, pp 611-633
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TLDR
This article conceptualized social entrepreneurship as a field of action in a pre-paradigmatic state that currently lacks an established epistemology, and used approaches from neo-institutional theory to characterize the development of social entrepreneurship in terms of its key actors, discourses, and emerging narrative logics.
Abstract
Following Kuhn, this article conceptualizes social entrepreneurship as a field of action in a pre-paradigmatic state that currently lacks an established epistemology. Using approaches from neo-institutional theory, this research focuses on the microstructures of legitimation that characterize the development of social entrepreneurship in terms of its key actors, discourses, and emerging narrative logics. This analysis suggests that the dominant discourses of social entrepreneurship represent legitimating material for resource-rich actors in a process of reflexive isomorphism. Returning to Kuhn, the article concludes by delineating a critical role for scholarly research on social entrepreneurship in terms of resolving conflicting discourses within its future paradigmatic development.

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Social entrepreneurship between cross-currents: towards a framework of theoretical restructuring of the field

TL;DR: In this article, the authors propose a framework that scholars previously employed within the original field of entrepreneurship (Bourdieu's theory of capitals and their transformations); in doing so, they also propose an enrichment to the framework by including additional capitals that are specifically relevant for the field of social entrepreneurship and that are influenced by common agendas, as those exist in the fields of sustainability and CSR.
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The collaborative dynamic in social entrepreneurship

TL;DR: The Collaborative Dynamic in Social Entrepreneurship (CDDI) as mentioned in this paper is a special issue on collaborative dynamic in social entrepreneurship, which draws on existing literature and three original contributions to explore the nature and challenges of the collaborative imperative and to present possible avenues for future research.
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Stakeholder Governance for Responsible Innovation: A Theory of Value Creation, Appropriation, and Distribution

TL;DR: In this paper, the authors propose a framework of stakeholder governance comprised of four novel mechanisms by which organizations can allocate value among their multiple principal stakeholders as part of participative processes, including what value to create and for whom, how to appropriate the value created vis-a-vis unintended value appropriators and how to distribute the value appropriated among intended stakeholders.
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Exploring the multi-level processes of legitimacy in transnational social enterprises

TL;DR: In this article, the authors examine the multi-level processes through which organizational legitimacy is molded by transnational entrepreneurs to reflect country-level institutional settings, and how organizational-level legitimacy affects entrepreneurs' social status.
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Embedding social innovation process into the institutional context: Voids or supports

TL;DR: In this paper, the authors explored and described the interlinkages between institutional voids (IVs)/institutional supports (ISs) perspectives and social innovation process by positioning the actor as the catalyzer and the change-agent.
References
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Book ChapterDOI

The iron cage revisited institutional isomorphism and collective rationality in organizational fields

TL;DR: In this paper, the authors argue that rational actors make their organizations increasingly similar as they try to change them, and describe three isomorphic processes-coercive, mimetic, and normative.
Journal ArticleDOI

Institutionalized Organizations: Formal Structure as Myth and Ceremony

TL;DR: Many formal organizational structures arise as reflections of rationalized institutional rules as discussed by the authors, and the elaboration of such rules in modern states and societies accounts in part for the expansion and i...
Journal ArticleDOI

Managing Legitimacy: Strategic and Institutional Approaches

TL;DR: This article synthesize the large but diverse literature on organizational legitimacy, highlighting similarities and disparities among the leading strategic and institutional approaches, and identify three primary forms of legitimacy: pragmatic, based on audience self-interest; moral, based upon normative approval; and cognitive, according to comprehensibility and taken-for-grantedness.
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