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  1. The Interplay of Market Choices and Social Mission: Learning From B2B Social Enterprises in Emerging Economies.Chacko G. Kannothra, Stephan Manning, Gaëlle Cotterlaz-Rannard & Sumit K. Kundu - forthcoming - Business and Society.
    Social enterprises that operate in business-to-business contexts, often out of emerging economies, typically face high expectations from business clients, mainstream competition, and the challenge of operating across distances. In these contexts, social enterprises need to carefully choose which market segments to serve and how to organize their social mission accordingly. Based on the case of impact sourcing—hiring and training of disadvantaged staff for global business services—we seek to better understand this interplay. In general, we find that social enterprises in this (...)
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  • Context-Driven Diversification in Social Enterprises.Nachiket Bhawe & Srivardhini K. Jha - forthcoming - Business and Society.
    Recent work has emphasized the role of context in shaping the diversification strategies of social enterprises (SEs), but our understanding remains superficial. We identify two types of context-driven diversification strategies—market development diversification (MDD) and market functioning diversification (MFD)—depending on the type of voids being addressed. We then empirically test how these diversification strategies impact the performance of SEs on the twin dimensions of financial growth and social impact. Using a mixed-method approach of qualitative interviews and a longitudinal database of Indian (...)
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  • How Founders Harness Tensions in Hybrid Venture Development.Pablo Muñoz, Steffen Farny, Ewald Kibler & Virva Salmivaara - 2024 - Business and Society 63 (8):1842-1886.
    Although the simultaneous presence of multiple ambitions is inherent in hybrid venturing, pursuing social and/or environmental missions while securing commercial viability can generate ambivalence among stakeholders. In this study, we draw on the notion of “holism” to show how venture founders both embrace tensioned ambitions and sustain hybridity during critical venture development phases. Based on 6 years of data on The People’s Supermarket in the United Kingdom, we identify three distinct practices— fantasizing, bartering, and conjuring—used by founders to harness tensions (...)
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