This study investigates (1) the processes through which social enterprises develop resilient organizational logics and (2) the key resilience factors in the organizational logics of successful social enterprises. The organizational logic is conceptualized here as the dynamic system of roles, rules and social expectations that result from the organization's business model, impact model and organizational form. Design/methodology/approach This study adopts an inductive approach to identify emerging resilience factors and processes in an exemplary case of social entrepreneurship (a work integration venture). The longitudinal data collection on this case took place from 2011 to 2016, based on approximately 440 h of participant observation and 10 semi-structured interviews. Findings The inductive analysis suggests that social enterprises develop resilient organizational logics through multi-level recursive processes of bridging institutional work. These processes enable the development of an organizational logic that is internally robust while linking distant practices, needs and expectations. The authors conceptualize these characteristics into a novel construct, the organizational logic's bridging power, which is operationalizable through two dimensions (hybridity-based and cocreation-based bridging power) and five sub-dimensions. Research limitations/implications Like in all inductive studies, further research is needed to validate the proposed model. The new proposed construct “organizational logic's bridging power” is, interestingly, a meta-theoretical concept encouraging cross-fertilization between the literature on institutional logics and that on value cocreation. Originality/value The process development model proposed by this study highlights the importance of network-level institutional work for developing cocreation-based resilience. Furthermore, this study shows how institutional theories could be complemented with other bodies of knowledge in order to understand social enterprise resilience.

Cocreating resilient hybrids: the bridging power of social enterprises' organizational logics

Ricciardi, F.
;
Rossignoli, C.;Zardini, A.
2020

Abstract

This study investigates (1) the processes through which social enterprises develop resilient organizational logics and (2) the key resilience factors in the organizational logics of successful social enterprises. The organizational logic is conceptualized here as the dynamic system of roles, rules and social expectations that result from the organization's business model, impact model and organizational form. Design/methodology/approach This study adopts an inductive approach to identify emerging resilience factors and processes in an exemplary case of social entrepreneurship (a work integration venture). The longitudinal data collection on this case took place from 2011 to 2016, based on approximately 440 h of participant observation and 10 semi-structured interviews. Findings The inductive analysis suggests that social enterprises develop resilient organizational logics through multi-level recursive processes of bridging institutional work. These processes enable the development of an organizational logic that is internally robust while linking distant practices, needs and expectations. The authors conceptualize these characteristics into a novel construct, the organizational logic's bridging power, which is operationalizable through two dimensions (hybridity-based and cocreation-based bridging power) and five sub-dimensions. Research limitations/implications Like in all inductive studies, further research is needed to validate the proposed model. The new proposed construct “organizational logic's bridging power” is, interestingly, a meta-theoretical concept encouraging cross-fertilization between the literature on institutional logics and that on value cocreation. Originality/value The process development model proposed by this study highlights the importance of network-level institutional work for developing cocreation-based resilience. Furthermore, this study shows how institutional theories could be complemented with other bodies of knowledge in order to understand social enterprise resilience.
Social enterprise survival
Organizational logics
Institutional logics
Institutional work
Business model
Impact model
Organizational form
Cocreation
Beneficiary empowerment
Social enterprise resilience
Hybridity
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/11562/1032402
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