Social alliances: Business and social enterprise collaboration for social transformation

Sakarya, Sema; Bodur, Muzaffer; Yıldırım-Öktem, Özlem; Selekler-Goksen, Nisan

doi:10.1016/j.jbusres.2012.02.012

Cited by 179 publications

(148 citation statements)

References 66 publications

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“…Notwithstanding Selsky and Parker's (2005) literature review, most previous social alliance literature investigated business and non-governmental organizations' (NGOs) collaborations (Austin 2000;Berger et al 2006;Gray and Stites 2013;Horton et al 2009;Kolk and Lenfant 2015;Sakarya et al 2012;Seitanidi et al 2010;Seitanidi and Crane 2014). Our study is a quadripartite partnership across multiple sectors, comprising three hybrids (of which two are SEs) and a local council.…”

Section: Literature Reviewmentioning

confidence: 99%

An Examination of Tensions in a Hybrid Collaboration: A Longitudinal Study of an Empty Homes Project

et al. 2018

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We analyse the tensions in a hybrid collaboration (specifically, a social alliance comprising three social enterprises and a local council) and how these are mitigated using boundary-spanning community impact, leading to compatibility between distinctive institutional logics. Our qualitative longitudinal study undertaken during 2011-2016 involved reviewing literature and archival data, key informant interviews, workshop and focus groups. We analysed common themes within the data, relating to our two research questions concerning how and why hybrids collaborate, and how resulting tensions are mitigated. The findings suggest a viable model of service delivery termed hybridized collaboration in which the inherent tensions from different institutional logics do not prevent success. Paradoxically, multiple logics are a basis for the partnership's existence, but the ability to achieve different and occasionally conflicting aims simultaneously (including "value for money" and local community benefit) can be difficult, resulting in tensions. We offer two novel insights. First, we highlight how social enterprise hybrids collaborate locally and in multi-organizational relationships. We found that the initial opportunity to collaborate was catalysed by the existence of shared objectives (to address housing need and unemployment). Pre-existing relationships between organizations, and the existence of synergistic capabilities also influence the choice of partners. Secondly, we identify how tensions arise (from differences in organizational size and available resources; ambitions for growth; and issues related to values and ethics), and are mitigated via several factors including the pre-existing relationships, allowing for regular "spaces of negotiation" between collaborators, the shared social mission, community social impact, the resulting public relations, and shared resources and knowledge.

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Section: Literature Reviewmentioning

confidence: 99%

An Examination of Tensions in a Hybrid Collaboration: A Longitudinal Study of an Empty Homes Project

et al. 2018

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“…Bibliographical coupling (shown in Figure 2) was composed to show the similarity of the studies based on the two articles commonly cited reference. This means that Meyskens (2010), Sundaramurthy (2013), Borzaga (2014), ), Millar (2013, Sloan (2014), , Sinkovics (2014), Hadad (2014) and Sakarya (2012) are closely related. Refer to Appendix II and Appendix III for details.…”

Section: Term Co-occurrence Mapmentioning

confidence: 98%

Mapping and conceptualizing the measurement of organizational social value using systems thinking

Fulgencio

Orij

Fever

2016

EPSIR

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Studies about social value have been devoted to issues or phenomena, projects, or activities of organizations but none have evaluated the organizational social value as oppose to economic value. Our question is: in the field of business and economics, how has organizational social value been scholarly or academically analyzed? By performing a systematic literature review of articles, and using scientometric analysis of 45 articles. 34 out of the 45 articles were mapped into the extended systems thinking: input, process, output and environment (IPOE) framework. Our results indicate that: a) input and environment dimensions have been most researched while process and output have been least researched; b) applicability of the IPOE framework as a mapping tool for organizational social value but requires further confirmation; and c) social value creation nonprofit, hybrid and for-profit organizations may be linked together. Our research would be helpful for organizations interested in measuring their social value.

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“…The ultimate objective of social entrepreneurship is to tackle the community social problems which been left out by current public and private mechanisms (Sakarya et al 2012;Jeffery 2005;Noruzi et al 2005 andSeelos &Mair 2005). Therefore, the actions of individuals or organizations that possess the element of risk taking and pro-activeness are considered as social entrepreneurship.…”

Section: Social Entrepreneurshipmentioning

confidence: 99%

World-View, Locus of Control and Entrepreneurial Orientation in Social Entrepreneurship Endeavour

Ishak¹,

Omar²,

Moen³

2015

MJSS

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Social alliances: Business and social enterprise collaboration for social transformation

Cited by 179 publications

References 66 publications

An Examination of Tensions in a Hybrid Collaboration: A Longitudinal Study of an Empty Homes Project

An Examination of Tensions in a Hybrid Collaboration: A Longitudinal Study of an Empty Homes Project

Mapping and conceptualizing the measurement of organizational social value using systems thinking

World-View, Locus of Control and Entrepreneurial Orientation in Social Entrepreneurship Endeavour

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