Strategy making in social enterprise: The role of resource allocation and its effects on organizational sustainability

By Jonathan D. Moizer, Paul Tracey. 2010

206 citations recorded by the source corpus.

Subfields: Business and International Management, Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/ecda5b294b97035727e32ad347bcbd2018a7db2f

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Citations in the corpus

Negotiating Tensions: How Do Social Enterprises in the Homelessness Field Balance Social and Commercial Considerations? (2012, background): “This is because they require additional social support and so are less economically productive (Mozier & Tracey, 2010 ; Tracey & Jarvis, 2007 ).”
Social Enterprises as Hybrid Organizations: A Review and Research Agenda (2014, background): “…objectives requires the generation of sufficient revenue to invest in business activities at the same time as maintaining investment in social projects (Moizer and Tracey 2010) to create social value (Mair and Martì 2006) and drive forward social change (Alvord et al. 2004; Steyaert and Katz 2004).”
Balancing a Hybrid Business Model: The Search for Equilibrium at Cafédirect (2018, background): “The choice of partners for social enterprises can, therefore, be problematic, because legitimacy with other stakeholders is influenced by the reputation of the chosen partner (Austin et al. 2006; Moizer and Tracey 2010).”
A Quantitative Comparison of Social and Commercial Entrepreneurship: Toward a More Nuanced Understanding of Social Entrepreneurship Organizations in Context (2013, background): “…on the social entrepreneur’s entrepreneurial ability and leadership skills (Austin et al. 2006, Dorado 2006, Mair and Mart ı 2006, Zahra et al. 2009, Moizer and Tracey 2010), our experts suggested insufficient human capital to be at the root of social organizations being underrepresented in more…”
A Fair Trade-off? Paradoxes in the Governance of Fair-trade Social Enterprises (2016, background): “SEs differ from commercial ventures in terms of the centrality of their social mission (Chell 2007), The pursuit of financial sustainability and social objectives requires the generation of sufficient revenue to invest in business activities at the same time as maintaining investment in social proje”
A Social Enterprise Approach to Empowering Micro, Small and Medium Enterprises (SMEs) in Indonesia (2020, background): “Moizer and Tracey further emphasized that social enterprises are non-profit entities established to run profit-making activities while creating a social impact at the same time [21].”
The Social and Economic Mission of Social Enterprises: Dimensions, Measurement, Validation, and Relation (2015, background): “Social entrepreneurship is an approach to understanding social needs (Townsend & Hart, 2008) and about achieving social goals through commercial activity (Moizer & Tracey, 2010).”