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dc.contributor.authorIslam, SMen_NZ
dc.date.accessioned2020-02-04T02:45:11Z
dc.date.available2020-02-04T02:45:11Z
dc.date.copyright2020-06en_NZ
dc.identifier.citationJournal of Business Venturing Insights, 13, e00159.
dc.identifier.issn2352-6734en_NZ
dc.identifier.urihttp://hdl.handle.net/10292/13121
dc.description.abstractScaling social impact is regarded as the main currency in social enterprise and social entrepreneurship. Many social enterprises scale their social impact through ecosystem growth strategy, under which they indirectly address targeted social problems by growing and/or sustaining a supportive social enterprise ecosystem through activities such as organising advocacy campaigns and supporting other social enterprises to grow. However, the existing literature is largely biased towards the success stories of ecosystem growth strategy. Countering this “success bias”, this article presents a framework describing how, under certain conditions, scaling social impact through ecosystem growth strategy can create unintended consequences. In doing so, this paper also challenges the prevailing reductionist view of ecosystem growth as a social impact scaling strategy and provides a more reliable and comprehensive account of this scaling strategy. This article hopes to stimulate future research on greater understanding and management of unintended consequences of ecosystem growth strategy in social enterprise, as well as delineating the boundary conditions of this strategy with regard to scaling social impact.
dc.languageenen_NZ
dc.publisherElsevier BVen_NZ
dc.relation.urihttps://www.sciencedirect.com/science/article/pii/S2352673420300159?via%3Dihub
dc.rightsCopyright © 2020 Elsevier Ltd. All rights reserved. This is the author’s version of a work that was accepted for publication in (see Citation). 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. The definitive version was published in (see Citation). The original publication is available at (see Publisher's Version).
dc.subjectSocial enterprise; Scaling social impact; Ecosystem growth strategy; Unintended consequence; Social entrepreneurship
dc.titleUnintended Consequences of Scaling Social Impact Through Ecosystem Growth Strategy in Social Enterprise and Social Entrepreneurshipen_NZ
dc.typeJournal Article
dc.rights.accessrightsOpenAccessen_NZ
dc.identifier.doi10.1016/j.jbvi.2020.e00159en_NZ
aut.relation.articlenumbere00159en_NZ
aut.relation.endpagee00159
aut.relation.startpagee00159
aut.relation.volume13en_NZ
pubs.elements-id369212
aut.relation.journalJournal of Business Venturing Insightsen_NZ


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