Social Innovation and Social Enterprises: Toward a Holistic Perspective (Issues in Business Ethics, 62)

Contents
About the Editors
Chapter 1: Social Innovation and Social Enterprises: Acknowledging Ethical Roots to Boost Positive Societal Change
	Part I: Alternative Conceptualizations of Social Enterprises and Social Innovation
	Part II: Organizational Issues Faced by Social Enterprises and Social Innovation Initiatives
	References
Chapter 2: Organizational Hybridity, Social Enterprise, and Social Innovation: Disentangling Concepts to Advance Theory and Pr...
	Introduction: Insights from Studying Social Enterprises as Hybrid Organizations
	Organizational Hybridity, Social Enterprise, and Social Innovation: Some Conceptual Distinctions
	Alternative Organizing Strategies for Social Impact: A Research Agenda
		Beyond Hybridity: Considering Additional Challenges and Opportunities
		Beyond Social Enterprise: Studying Alternative Organizing Models
		Beyond Social Innovation: Anchoring on Problem Domains
	Conclusion
	References
Chapter 3: How Can Cross-Sector Collaborations Foster Social Innovation? A Review
	Methods
		Data Collection
		Data Analysis
	Defining Success in Cross-Sector Collaborations
	What Drives Successful Cross-Sector Collaborations?
		Characteristics of the Partners Involved in the Collaboration
		Collaboration Structure
		Boundary-Spanning Practices
	What´s Next for Research on Cross-Sector Collaboration?
		Towards a Better Theoretical Integration
		Towards Richer Empirical Accounts
		Conclusion
	References
Chapter 4: A Behavioral and Cognitive View of Social Innovation
	Introduction
	Defining Innovation
	A Behavioral Approach to (Social) Innovation
	Trading Off Societal and Economic Objectives
	Concluding Remarks
	References
Chapter 5: Leadership in Social Enterprises: A Paradigm for Purpose-Led Organizations
	Introduction
	Leadership: A Brief Review
		Achieving Results
		Developing People
		Achieving a Positive Impact on Others
	A Three-Dimensional Model of Leadership for Social Enterprises
		Dimension One: Achieving Economic and Social Results
		Dimension Two: Motivating and Developing People
		Dimension Three: Having a Positive Impact on Others
	Integrating Principles
		Balancing Across Leadership Dimensions
		Experimenting with Win-Win Strategies
		Giving Primacy to Purpose
		Establishing Governance Mechanisms to Achieve Purpose
	Perspectives for Future Research
	Conclusion
	References
Chapter 6: Spirituality and the Social Enterprise: A Paradox Lens
	Introduction
	Social Enterprise and Workplace Spirituality
		Dimensions of Spirituality in the Social Enterprise
		Social Enterprises
		Social Entrepreneurship Ventures
		Community-Based Enterprises
		Hybrid Organizations
		B-Corps
	Key Dimensions of Organizational Spirituality
		Transcendence
		Connection
		Completeness
		Joy
	Paradoxes: Nested and Interwoven
		Individuals: Paradoxes of Service
		Teams: Paradoxes of Team Spirit
		Organizations: Paradoxes of Purpose
		Inter-Organizational Networks: Paradoxes of Social Impact
	Practical Implications
	Conclusion
	References
Chapter 7: A Holistic Perspective on Social Performance in Social Enterprises: Disentangling Social Impact from Operational Su...
	Introduction
	Social Performance as an Aggregate of Social Responsibility and Social Impact
		Social Impact: An Effectiveness Concept
		Operational Sustainability: An ESG Concept
		A Holistic Perspective of Social Performance
	Why Should We Measure Social Performance After All?
	Why Is It So Difficult?
	A Holistic Guide of Social Performance Measurement
	Measuring Societal-Level Change: The Civic Wealth Example
		The Concept of Civic Wealth
		How to Assess Civic Wealth?
		Challenges Associated with Measuring CWC
		Indicators and Metrics of Civic Wealth
		Further Considerations
	Conclusion
	References
Chapter 8: The Adoption of Managerialist Practices in Social Enterprises
	Introduction
	The Adoption of Managerialist Practices in Social Enterprises
	Diffusion of Managerialist Practices
	Translation of Practices
	Marketization of Social Enterprises
	Towards a Model of Social Enterprises Adopting Managerialist Practices
	Conclusion
	References
Chapter 9: Being for Profit, Non-profit, or Both? The Risk Advantage of Social Enterprises in the Face of Shocks
	Introduction
	Organizations and Institutional Logics
	From Ordinary to Turbulent Times: The Case of For-Profit Businesses and Non-profit Organizations
	When For-Profit Businesses Meet Socio-environmental Demands: The Miteni Case
	When Non-profit Organizations Meet Commercial Demands: The Case of SAR NGOs
	Facing Uncertainty and Risk: The Consequences of Shocks for Non-profit Organizations and For-Profit Businesses
	Managing Shocks: The Case of Social Enterprises
	When Uncertainty Becomes Risk: Patagonia
	The Risk Advantage of Social Enterprises
	Perspective for Future Research
	References
Chapter 10: Scaling Enterprises: A Critique and Opportunity
	Introduction
	The Ethical Nature of Scaling in Social Entrepreneurship
		Scaling Defined: Purpose, Level and Execution
		The Drivers of Scaling
		The Ethical Challenges of Scaling
	The Role of Contexts in Enabling or Inhibiting Scale
	Scaling as Driven by the Fungibility of Resources
	Bridging Context and Resources: Scalability Embedded
		Scaling Through Consolidation
		Scaling Through Outreach
		Scaling Through Reproduction
		Scaling Through Replicability
	Concluding Remarks
	References
Chapter 11: Select Conclusive Thoughts and Perspectives to Guide Further Research
	References
Index