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dc.contributor.authorCorner, Pen_NZ
dc.contributor.authorKearins, Ken_NZ
dc.date.accessioned2017-10-02T03:13:13Z
dc.date.available2017-10-02T03:13:13Z
dc.date.copyright2012en_NZ
dc.identifier.citation72nd Annual Meeting of the Academy of Management, 3–7 August, 2012, Boston, Massachusetts
dc.identifier.urihttp://hdl.handle.net/10292/10849
dc.description.abstractWe 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.
dc.publisherAcademy of Management (AOM)
dc.relation.urihttp://aom.org/Meetings/Past-Meetings/
dc.rightsNOTICE: 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).
dc.subjectSocial entrepreneurship; Strategy; Effectuated ecosystems
dc.titleHow Strategy is Adapted and Extended in Social Entrepreneurshipen_NZ
dc.typeConference Contribution
dc.rights.accessrightsOpenAccessen_NZ
pubs.elements-id105177
aut.relation.conferenceAcademy of Management, 2012en_NZ


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