Social or commercial? Innovation strategies in social enterprises at times of turbulence

Tommaso Ramus, Barbara La Cara, Antonino Vaccaro, Stefano Brusoni

Research output: Contribution to journalArticlepeer-review

15 Citations (Scopus)

Abstract

In this study, we investigate how different internal and external stakeholders influence the innovation strategy of a social enterprise to adopt product, process, and partnership innovations that impact either social or commercial performance. Relying on survey data from a sample of work integration social enterprises, we find that in situations of turbulence, administrative leaders do not significantly influence the innovation strategy of a social enterprise. Instead, board members and external stakeholders seem to play a role. Our study contributes to strategic and business ethics research on social enterprises and, more broadly, to the literature that explores how business organizations combine social value creation and wealth generation.
Original languageEnglish
Pages (from-to)463-492
Number of pages30
JournalBusiness Ethics Quarterly
Volume28
Issue number4
DOIs
Publication statusPublished - 1 Oct 2018

Keywords

  • Commercial performance
  • Innovation strategy
  • Mission drift
  • Social enterprises
  • Social performance

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