Dual-mission management in social entrepreneurship: qualitative evidence from social firms in the United Kingdom
Dual-mission management in social entrepreneurship: qualitative evidence from social firms in the United Kingdom
Social enterprises are at risk of undermining the authenticity of their social purpose in the attempt to manage and balance multiple stakeholders' expectations. This study explores dynamics of dual-mission management in relation to a group of U.K. social enterprises via an inductive qualitative multicases method. Results suggest that approaches to dual-mission management vary along a continuum, ranging from the dimension of high compartmentalization to the dimension of high integration. It emerged that blended strategic planning, tailored production processes, and blended governance and management structures are critical key drivers of integration approaches to dual-mission management.
655-677
Costanzo, Laura A.
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Vurro, Clodia
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Foster, Doug
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Servato, Flavio
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Perrini, Francesco
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October 2014
Costanzo, Laura A.
bce28c22-8b70-4176-b523-4e2f59169baf
Vurro, Clodia
5c43eb15-7a9d-4cea-88d2-2af131b5c448
Foster, Doug
c170fa40-a0cf-4e79-a9b1-c486bd8e0a94
Servato, Flavio
ea1a18ec-456d-44ec-b760-2cc49b41f809
Perrini, Francesco
7aaabbd1-a6ee-48b8-a93d-f8e0a24ce295
Costanzo, Laura A., Vurro, Clodia, Foster, Doug, Servato, Flavio and Perrini, Francesco
(2014)
Dual-mission management in social entrepreneurship: qualitative evidence from social firms in the United Kingdom.
Journal of Small Business Management, 52 (4), .
(doi:10.1111/jsbm.12128).
Abstract
Social enterprises are at risk of undermining the authenticity of their social purpose in the attempt to manage and balance multiple stakeholders' expectations. This study explores dynamics of dual-mission management in relation to a group of U.K. social enterprises via an inductive qualitative multicases method. Results suggest that approaches to dual-mission management vary along a continuum, ranging from the dimension of high compartmentalization to the dimension of high integration. It emerged that blended strategic planning, tailored production processes, and blended governance and management structures are critical key drivers of integration approaches to dual-mission management.
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e-pub ahead of print date: 2 September 2014
Published date: October 2014
Organisations:
Southampton Business School
Identifiers
Local EPrints ID: 378102
URI: http://eprints.soton.ac.uk/id/eprint/378102
ISSN: 0447-2778
PURE UUID: 467c8e46-52e6-4c0a-8bb1-29370c37dd11
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Date deposited: 16 Jun 2015 14:17
Last modified: 15 Mar 2024 03:48
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Author:
Clodia Vurro
Author:
Doug Foster
Author:
Flavio Servato
Author:
Francesco Perrini
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