Beyond green niches? Growth strategies of environmentally-motivated social enterprises
By Ian Vickers, Fergus Lyon. 2014
154 citations recorded by the source corpus.
The article examines the strategies by which environmentally-motivated social enterprises seek to scale up their positive impacts, drawing on a theoretical understanding of the role of entrepreneurial agency in transitions to a more sustainable economy and society. Case study evidence is used to explore different forms of enterprise growth, contributions to economic, environmental and social value, and the capabilities involved in their realisation. A typology of three distinct approaches or modes is introduced to help explain orientations and strategies that reflect both conventional conceptions of growth and alternative ways of growing social and environmental value. The role of values, capabilities and relational learning in shaping strategies and addressing the tensions and challenges encountered within each category is highlighted.
Subfields: Business and International Management, Management of Technology and Innovation, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/a14aaf4a8c3efe3c5bb9783d33f6739e4f6db47b
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In Business and International Management
In Management of Technology and Innovation
In Organizational Behavior and Human Resource Management
Citations in the corpus
- Social Enterprise – A New Phenomenon in the Field of Economic and Social Welfare? (2015, background): “The fact that social enterprise better reflects historical trends in two different ways (as both a critique and a way forward) has reinforced the idea that it truly represents a more modernizing and sustainable ‘alternative’ to existing non-state/non-private mission-driven organizational forms (Sepu”
- Social Enterprises as Hybrid Organizations: A Review and Research Agenda (2014, background): “Strategic growth is critically examined in studies of SEs that seek to scale up both their financial and social (or environmental) impact (Hockerts and Wustenhagen 2010; Vickers and Lyon 2012).”
- Public service innovation and multiple institutional logics: The case of hybrid social enterprise providers of health and wellbeing (2017, background): “…logics of public service and social value with the logics of private enterprise and the market by drawing on the knowledge and capabilities of different stakeholders and their priorities (Doherty et al., 2014; Jay, 2013; Pache and Santos, 2013; Tracey et al., 2011; Vickers and Lyon, 2014).”