Social Enterprise – A New Phenomenon in the Field of Economic and Social Welfare?

Sepúlveda, Leandro

doi:10.1111/spol.12106

Cited by 88 publications

(99 citation statements)

References 41 publications

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“…He argued that the economy is an instituted process, implying that markets are essentially political constructs and economics cannot be viewed separately from the political and social systems in which they are embedded. There followed a variety of variant approaches, often referred to as the new institutionalism; these understood the system of rules and regulations as the method by which institutions structure behaviour (Clarke et al ,2016;Hall, 1989;Steinmo, 2008;Schmidt, 2010 Sepulveda (2014) and Karlhofer (2015) identify two key assumptions that underpin HI.…”

Section: Historical Institutionalism (Hi)mentioning

confidence: 99%

“…Researchers such as Borzaga (2007) and most recently Sepulveda (2014), however, have used components of this approach in analysing the development of social enterprise. Their work shows that in order to understand contemporary enterprise, it is important to gain insight into its historical origins and specific events that led to its development.…”

Section: Hi and Social Enterprisementioning

confidence: 99%

“…We start our discussions with the historical development of social enterprise, given that historicity is a key construct of HI (Sepulveda, 2014;Broschek, 2011 Researchers agree that the industrial revolution of the nineteenth century, characterised by rapid industrialisation and harsh economic conditions, is associated with the emergence of social enterprise (Moulaert and Ailenei, 2005;Mendell, 2005). Extensive analytical work undertaken by Borzaga (2007), Moulaert and Ailenei (2005) and Polanyi (1957) provides an interesting etiology of the establishment and growth of social enterprise.…”

Section: Hi and Social Enterprisementioning

confidence: 99%

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Understanding social enterprises in the United Kingdom: the case of South Yorkshire

Mswaka

Sousa

Cai³

et al. 2016

EBR

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Purpose This study aims to analyse the development of social enterprises in the UK, in the context of the increased need for creative solutions to ameliorate deprivation and deliver effective public services. Design/methodology/approach The investigation draws on a mixed method approach from a postal survey of 102 social enterprises complemented by detailed analysis of two selected cases and key informant interviews. Findings The results of the study show that there is a paradigm shift in the practice and conceptualisation of social enterprises in South Yorkshire, as they are increasingly taking a more corporate approach to achieve their outcomes. Research limitations/implications The study is limited to social enterprises in South Yorkshire, UK. Further comparative analysis in other regions and social contexts is required to explore if these results are widely applicable. Practical implications This study is of potential benefit to researchers and those involved in formulating policies for the development and support of social enterprise. Originality/value The study contributes to the extant literature by investigation of the development of social enterprise in competitive markets, which is an area that requires further academic scrutiny. The South Yorkshire region presents an interesting case that extends our understanding of the operations of social enterprises in the UK, given the high levels of deprivation because of the steady decline of its industrial base (Bache and Chapman, 2008).

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Section: Historical Institutionalism (Hi)mentioning

confidence: 99%

Section: Hi and Social Enterprisementioning

confidence: 99%

Section: Hi and Social Enterprisementioning

confidence: 99%

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Understanding social enterprises in the United Kingdom: the case of South Yorkshire

Mswaka

Sousa

Cai³

et al. 2016

EBR

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“…While the importance of the relationship between social enterprises and local government is thus recognised, research on the nature of this relationship has mainly focused on the hybridity of organizational forms (Doherty et al 2014), the measurement of performance of social enterprises with local government as stakeholder (Blundel and Lyon 2015;Crucke and Decramer 2016) and the embeddedness of local policies towards social entrepreneurship in the broader national policy context, often with special focus on the British perspective (Defourny 2014;Ridley-Duff and Bull 2015;Sepulveda 2015). In a study on the relationship between the public sector at different levels and social entrepreneurship in Sweden, Gawell finds 'a negotiation of emerging markets in which both services but also relationships are negotiated' (Gawell 2014, p. 264).…”

Section: Introductionmentioning

confidence: 99%

Developing stereotypes to facilitate dialogue between social entrepreneurs and local government

2018

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Social enterprises and government share the ultimate goal of solving societal problems, which provides a lot of potential for collaboration between the two parties. While the local government level is the most relevant for social enterprises, little research has been done on the relationship between social entrepreneurs and local government officials. However, in the Netherlands, social enterprises experience these relations as far from optimal, evidenced by the fact that they named 'regulations and government policy' as the most important obstacle for increasing their impact in a 2015 sector survey. Therefore, a pilot project was started with social entrepreneurs in an Amsterdam neighbourhood, forming a learning network aiming to improve relations with local government. In the network, an innovative tool was developed in the form of a set of five illustrated stereotypes of social entrepreneurs with certain views towards local government. These stereotypes serve both as a reflection tool for social entrepreneurs and as a communication tool to open dialogue between social entrepreneurs and local government. We conclude that in an applied research project, it is crucial to place focus on the final phases in which results are reformulated into practical tools to match target groups, and resulting tools are distributed through targeted events and publications.

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“…The concept of social enterprise is relatively new although its principles and practices have evolved from established organisational forms in many Western countries since the 19 th century (Sepulveda, 2015). Thus, there are many novel enquiries about social enterprise that are needed and emerging.…”

Section: Justification For This Studymentioning

confidence: 99%

How Australian social enterprises use strategic marketing and social marketing to drive accountability and change for sustainable development

Herbst¹

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Globalisation, population growth and climate change are ushering in rising societal concerns. In response, new approaches need to continue being fostered in research, production and marketing to address sustainability. Initiatives by a cross-section of businesses, government and community working in partnerships seem to offer the best chance to catalyse societal transformation.Against this backdrop, social enterprises are an incubator for implementing activities within society to produce commercial and social value. They have social, economic and often environmental imperatives embedded in their core objectives. These organisations are historically characterised by entrepreneurship, innovation and the willingness to take risks to create and exploit marketplace opportunities. They undertake projects in the face of constraints imposed by limited resources while serving numerous constituents. However, there is a dearth of empirical research on their strategic marketing and social marketing activities in conjunction with their accountability for social impacts.A multiple case study protocol was therefore employed to examine how strategic marketing, social marketing and accountability were applied as mechanisms across diverse Australian social enterprises to achieve sustainable missions. Findings showed the organisations' marketing functions go beyond traditional approaches to ensure viable income streams. They catered to broader target audiences by offering two-tiered price schemes, developing products in concert with customers, promoting a sustainable place, and engaging in two-way communication to influence policy. Deep collaboration between social enterprises and stakeholders included joining forces with competitors to enhance resources and capabilities.Results on social marketing reflected tailored community-based interventions brought a range of environmental benefits, taught skills for employment, and provided a voice for marginalised members of communities who might not otherwise have an outlet. Successful outcomes led to iv replication of unique business models in some cases. Notably, collaboration and competition with target audiences occurred both vertically and horizontally in marketing channels. These findings extend theory on coopetition in the third sector, highlighting the value of using a systems framework, the social ecological model, underpinned by co-creation of social value. The research contributes empirical evidence to an important but under-researched area within strategic marketing management on interorganisational relations.Data from social enterprises that carried out comprehensive forms of reporting also provided insights to the emerging area of integrated reporting for conveying a more meaningful approach than standalone social audits issued to constituents apart from financial reports. Findings demonstrated that smaller organisations have the ability to issue a clear, cohesive account of their triple bottom line. This study thus adds practical contributions of cases using integra...

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Social Enterprise – A New Phenomenon in the Field of Economic and Social Welfare?

Abstract: Abstract

Cited by 88 publications

References 41 publications

Understanding social enterprises in the United Kingdom: the case of South Yorkshire

Understanding social enterprises in the United Kingdom: the case of South Yorkshire

Developing stereotypes to facilitate dialogue between social entrepreneurs and local government

How Australian social enterprises use strategic marketing and social marketing to drive accountability and change for sustainable development

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