Corporate social entrepreneurship versus social intrapreneurship: same idea, different trajectories ?

Hadad, Shahrazad; Cantaragiu, Ramona

doi:10.1515/mmcks-2017-0016

Cited by 15 publications

(13 citation statements)

References 22 publications

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“…By exploring and using a worldwide reliable database, we expected to overcome the limitations evidenced in many research fields (e.g., Corporate Social Responsibility and Social Entrepreneurship) were most published research belonging to UK and US institutions affiliated researchers (Hadad and Cantaragiu, 2017) and bring a worldwide research perspective. The selection of independent and external auditors minimizes the possible bias of studies using perceptual data based on managers' opinions.…”

Section: Methodsmentioning

confidence: 99%

How to succeed in the digital age? Monitor the organizational context, identify risks and opportunities, and manage change effectively

Fonseca

Domingues²

2017

Management &Amp; Marketing

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Section: Methodsmentioning

confidence: 99%

How to succeed in the digital age? Monitor the organizational context, identify risks and opportunities, and manage change effectively

Fonseca

Domingues²

2017

Management &Amp; Marketing

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“…This gap in the literature is addressed by the current paper which employs the theory of corporate social entrepreneurship. Corporate social entrepreneurship has yet to receive a stable and fully accepted definition (Hadad & Cantaragiu, 2017), but most definitions make reference to the idea of for-profit companies implementing projects that create both social and economic value. For many authors (see Popovici & Muhcina, 2012), corporate social entrepreneurship is the next stage in the development of corporate social responsibility, which makes it particularly suitable for the analysis of the projects aimed at combatting food waste that go beyond the confines of simple CSR projects either through their scale or their longevity.…”

Section: Literature Reviewmentioning

confidence: 99%

Corporate social entrepreneurship initiatives against food waste – The case of Lidl in Romania

Cantaragiu

2019

Proceedings of the International Conference on Business Excellence

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Food waste is one of the major global sustainability issues which, in the last few decades, has come to the attention of numerous organizations which have implemented strategies aimed either at preventing food waste, recovering the food and reusing it for human consumption or ensuring that the food unfit for human consumption is recycled into compost, animal feed etc. Previous studies have highlighted that major retailers share a large portion of the responsibility for combating food waste and that they are particularly well-positioned to contribute with a solution to this issue. Thus, the study explores the ways in which food chain responsibility can be incorporated into the overall strategy of large chain retailers through the theoretical framework of corporate social entrepreneurship. Lidl’s initiative against food waste in Romania provides the background for the discussion of the means through which the resources owned by these chain retailers can be mobilized in order to help increase the amount of food that is recovered and reused for alleviating the problem of food scarcity among disadvantaged groups. The study highlights the aspects that are necessary for a successful corporate social entrepreneurship initiative aimed at reducing food waste: a) a clear articulation of the problem and solution; b) the mobilization of actors from the civil society; c) continuous investment; and d) the alignment of the scaling up strategy of the initiative with the retailer’s resources. The study concludes that a food waste program based on the principles of corporate social entrepreneurship can generate a sustainable competitive advantage for retailers.

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“…Impractical grants and CSR projects which are overly donor-centric can lead to missed opportunities in fostering a brand loyal market, increasing the talent pool of educated and skilled future employees and entrepreneurs and facilitating innovation and growth within the broader economy (Austin, Leonard, Reficco, & Wei-Skillern, 2013; Zhang & Zhang, 2016). To address these challenges and misalignment, donors need to accelerate their existing CSR models in order to ‘generate a more profound social impact’ (Zhang & Zhang, 2016, p. 51) and leverage off of ‘a dynamic, flexible, multifaceted vehicle’ that delivers ‘positive social impact, organisational development and new core business opportunities’ (Hadad & Cantaragiu, 2017, p. 256) in pursuit of social purpose and profit. It has been suggested that these objectives may be achieved through the pursuit of corporate social entrepreneurship (CSE) (Hadad & Cantaragiu, 2017; Hemingway, 2013).…”

Section: Introductionmentioning

confidence: 99%

Misaligned Needs in the Pursuit of Shared Value: A Multi-Stakeholder Study of the Shift from Corporate Social Responsibility to Corporate Social Entrepreneurship in an Emerging Economy

Hidden

Marks²

2020

Journal of Entrepreneurship and Innovation in Emerging Economie

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Corporate social responsibility (CSR) has long been highlighted by business and society as essential. However, it has been suggested that over time, the relationship between the corporate donor and their CSR recipients has become fragmented. CSR investments that are predominantly business-driven have led to missed opportunities in fostering a potentially brand loyal market, developing future employees and entrepreneurs and facilitating innovation and growth within the broader economy. In order to address these short comings, it has been argued that a shift from CSR to corporate social entrepreneurship (CSE) may yield a broader set of benefits—for the company, its recipients and society at large. The aim of CSE is to create accelerated and disruptive change in pursuit of new social and economic opportunities. Literature, however, is limited as to the role stakeholders play in this process, especially in contexts where needs and values are not aligned. The current study, drawing on CSE theory, was undertaken to provide a mutually sustainable model of engagement between stakeholders. It also aims to address Porter and Kramer’s (2006) suggestion that there does not appear to be a strategically aligned process available for the benefits of both corporate donors and their recipients. A combination of phenomenology and Grounded Theory was used as methodological frameworks for this research. Staff from Dell Computers South Africa and two of their donor-funded recipients were used as part of the sample group. Eight categories emerged from the data analysis, and a conceptual model, based on the traditional Business Model Canvas, was developed. This model acts as a visual tool for corporates and recipients when engaging in CSE practices as well as a conceptual framework to inform future research and advance theory in the field of CSE.

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Corporate social entrepreneurship versus social intrapreneurship: same idea, different trajectories ?

Cited by 15 publications

References 22 publications

How to succeed in the digital age? Monitor the organizational context, identify risks and opportunities, and manage change effectively

How to succeed in the digital age? Monitor the organizational context, identify risks and opportunities, and manage change effectively

Corporate social entrepreneurship initiatives against food waste – The case of Lidl in Romania

Misaligned Needs in the Pursuit of Shared Value: A Multi-Stakeholder Study of the Shift from Corporate Social Responsibility to Corporate Social Entrepreneurship in an Emerging Economy

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