How Strategy is Adapted and Extended in Social Entrepreneurship
How Strategy is Adapted and Extended in Social Entrepreneurship
Date
2012
Authors
Corner, P
Kearins, K
Supervisor
Item type
Conference Contribution
Degree name
Journal Title
Journal ISSN
Volume Title
Publisher
Academy of Management (AOM)
Abstract
We examined three strategy frameworks in the social entrepreneurship context: industrial/organization economics; the resource-based view; and the relational view. Our qualitative study investigated six cases and findings confirmed that all three strategy frameworks were used albeit in sometimes surprising ways compared to commercial enterprises. Social entrepreneurs empowered suppliers and buyers as opposed to reducing these forces, effectuated new ecosystems instead of building competitive advantage in established industries, and saw rivals as co-contributing to solutions.
Description
Keywords
Social entrepreneurship; Strategy; Effectuated ecosystems
Source
72nd Annual Meeting of the Academy of Management, 3–7 August, 2012, Boston, Massachusetts
DOI
Publisher's version
Rights statement
NOTICE: this is the author’s version of a work that was accepted for publication. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in (see Citation). The original publication is available at (see Publisher's Version).