Jungian archetypes and dreams of social enterprise

Brown, Mary Louise; McDonald, Seonaidh; Smith, F. V.

doi:10.1108/jocm-sep-2012-0146

Cited by 9 publications

(6 citation statements)

References 15 publications

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“…Existing research reveals that the meaning of SE differs from scholar to scholar. For instance, SE has been conceived of as a type of organising that expedites social change through powerful new ideas (Waddock & Post, 1991), that develops a more sustainable economy by combining philanthropic motives with business acumen (Brown, McDonald, & Smith, 2013), or that transcends the creed of profit-maximisation by offering a more ethical way of doing business (Shaw & de Bruin, 2013). This polymorphousness is indicative of SE's ontological 'emptiness' (Jones & Spicer, 2009), which is to say that SE, like any other concept, has no essence, but gains a sense of objectivity through a particular stabilisation of meaning.…”

Section: Social Entrepreneurship: Hegemony Signification and Affectmentioning

confidence: 99%

Intermediary Organisations and the Hegemonisation of Social Entrepreneurship: Fantasmatic Articulations, Constitutive Quiescences, and Moments of Indeterminacy

Dey

Schneider

Maier

2016

Organization Studies

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The rapid rise of alternative organisations such as social enterprises is largely due to the promotional activities of intermediary organisations. So far, little is known about the affective nature of such activities. The present article thus investigates how intermediary organisations make social entrepreneurship palatable for a broader audience by establishing it as an object of desire. Drawing on affect-oriented extensions of Laclau and Mouffe's poststructuralist theory, hegemonisation is suggested as a way of understanding how social entrepreneurship is articulated through a complementary process of signification and affective investment. Specifically, by examining Austrian intermediaries, we show how social entrepreneurship is endowed with a sense of affective thrust that is based on three interlocking dynamics: the articulation of fantasies such as 'inclusive exclusiveness', 'large-scale social change' and 'pragmatic solutions'; the repression of anxiety-provoking and contentious issues (constitutive quiescences); as well as the use of conceptually vague, floating signifiers (moments of indeterminacy). Demonstrating that the hegemonisation of social entrepreneurship involves articulating certain issues whilst, at the same time, omitting others, or rendering them elusive, the article invites a counter-hegemonic critique of social entrepreneurship, and, on a more general level, of alternative forms of organising, that embraces affect as a driving force of change, while simultaneously affirming the impossibility of harmony and wholeness.

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Section: Social Entrepreneurship: Hegemony Signification and Affectmentioning

confidence: 99%

Intermediary Organisations and the Hegemonisation of Social Entrepreneurship: Fantasmatic Articulations, Constitutive Quiescences, and Moments of Indeterminacy

Dey

Schneider

Maier

2016

Organization Studies

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“…Global citizenship, an increasing awareness of corporate responsibility and the environment impact of firms, is stimulating a cultural shift for organizations to adapt and incorporate socially and environmentally responsible practices (Humphries and Grant, 2005). Likewise, social enterprises are responding to institutional expectations and shifting from emphasizing public benefit, philanthropy and charity (Lohmann, 2007) to incorporate a commercial culture embedded in economic fundamentals (Brown et al, 2013). In general, social enterprises are more aligned to a social welfare logic than commercial firms which are driven by market norms and practices.…”

Section: Dual Logics and Hybrid Culturementioning

confidence: 99%

Facilitating cultural change in social enterprises

Eti-Tofinga

Singh

Douglas

2018

JOCM

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Purpose The purpose of this paper is to examine the relationships and influences of change enablers for social enterprises in organizations undergoing cultural change. Design/methodology/approach Data were collected through a survey of social enterprises in two Pacific Island nations, and analyzed with Pearson and regression analyses. Findings The study finds that social enterprises are better equipped to implement cultural change when they exploit a robust entrepreneurial capability while optimizing strategic, financial and adaptive capabilities. These capabilities should be aligned with the enterprise’s culture and processes associated with transitioning the organizational culture to access resources and achieve its mission. Based on these results, a Cultural Change Enabling (CCE) Framework is proposed to help social enterprises leverage the dynamic interactions between the enterprise, its capabilities and environment, and organizational change processes. Practical implications Using the CCE Framework will benefit leaders of public benefit organizations, including social enterprises, to identify their capabilities, and develop an enabling culture to advance their trading activities and social mission so that social enterprises might operate sustainably. Originality/value As one of the first studies to examine the readiness for organizational change in social enterprises, this study provides new insights on the capabilities for organizational change, and the dynamics of organizations undergoing cultural transformation.

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“…Social entrepreneurship adopts social networks to access more resources and to expand social entrepreneurial activities. In turn, social enterprise generates inter-network activities that bolster social networks (Dufays and Huybrechts, 2014;Brown et al, 2013). The personal and social networks that social entrepreneurs establish in this process play a crucial role in developing relationships and leading social enterprises to success (Shaw and Carter, 2007).…”

Section: Introductionmentioning

confidence: 99%

Creating social value through orchestration processes in innovation networks

Özeren

Saatçıoğlu

Aydın

2018

JOCM

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Purpose Social entrepreneurs innovatively exploit opportunities and create, in this way, social change and value by bringing together different resources to meet social needs and solve social problems. To achieve this, given their limited size and financial resources, the personal ties and social networks that social entrepreneurs build in this process play a crucial role in developing relationships and enabling their ventures to succeed. The purpose of this paper is to examine the role of network processes in innovative activities carried out by social entrepreneurs and to stress the importance of network processes rather than network structure/design for social innovation. Design/methodology/approach “Çöp(m)adam” (Garbage Ladies), a social development project and business in Ayvalik, Turkey (which aims to provide opportunities for women who have never had the chance to work and earn regular salaries in the course of their lifetimes), was explored qualitatively as a case study within the framework of the network orchestration theory. In-depth, semi-structured interviews and observations were conducted. Relevant documents about Çöp(m)adam were also collected at the time of the interview to provide the triangulation of reference material for thematic analysis and post-research inquiry. Findings It has been found that Çöp(m)adam dynamically manages the network process in the course of realizing social innovation and builds a win-win environment that creates value both for the future of the social enterprise and for all the actors in the network by integrating the relationships among the actors it is in a relationship with. Originality/value In contrast to traditional studies dealing with the network theory, this research focuses on network processes rather than network structure. Also, since the literature provides evidence for profit-based organizations, the study differentiates into two main reasons. First, the authors adopt a case study approach in social entrepreneurship for social value creation, and second, based on the case study, the authors provide a conceptual enrichment through proposing the sub-categories of knowledge mobility, innovation appropriability and network stability in orchestration processes. This paper seeks to broaden the existing understanding of how social entrepreneurial processes and innovative outcomes are shaped by social networks and orchestration processes in a network-centric innovation from the viewpoint of a hub/focal firm by undertaking research on a less examined type of enterprise and context – namely, a social entrepreneurial venture in Turkey.

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Jungian archetypes and dreams of social enterprise

Cited by 9 publications

References 15 publications

Intermediary Organisations and the Hegemonisation of Social Entrepreneurship: Fantasmatic Articulations, Constitutive Quiescences, and Moments of Indeterminacy

Intermediary Organisations and the Hegemonisation of Social Entrepreneurship: Fantasmatic Articulations, Constitutive Quiescences, and Moments of Indeterminacy

Facilitating cultural change in social enterprises

Creating social value through orchestration processes in innovation networks

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