Business Models of Social Enterprises: Insight into Key Components and Value Creation

The increasing pressure on people to do something for society, in combination with the need for financial turnover in order to survive, is seen as one of the dominant factors for the rise of social enterprises. However, there is still debate on how social enterprises create social value in addition...

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Autores principales:	Petra C. M. Neessen, Cosmina L. Voinea, Els Dobber
Formato:	article
Lenguaje:	EN
Publicado:	MDPI AG 2021
Materias:	business models social enterprises value creation Environmental effects of industries and plants TD194-195 Renewable energy sources TJ807-830 Environmental sciences GE1-350
Acceso en línea:	https://doaj.org/article/877297fea6154ba28c37f91fef064b71
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spelling	oai:doaj.org-article:877297fea6154ba28c37f91fef064b712021-11-25T19:04:03ZBusiness Models of Social Enterprises: Insight into Key Components and Value Creation10.3390/su1322127502071-1050https://doaj.org/article/877297fea6154ba28c37f91fef064b712021-11-01T00:00:00Zhttps://www.mdpi.com/2071-1050/13/22/12750https://doaj.org/toc/2071-1050The increasing pressure on people to do something for society, in combination with the need for financial turnover in order to survive, is seen as one of the dominant factors for the rise of social enterprises. However, there is still debate on how social enterprises create social value in addition to economic value and how this is reflected in the business model. In this case study research, we investigate how the key components of the business model of social enterprises contribute to the creation of social and economic value. The cases in this research create social and economic value through the mutually interacting operation of key components and their sub-components. This interacting effect focuses on the one hand on the alignment of the internal architecture, market and financial management with the mission. The mission statement serves as a guiding principle. Furthermore, realizing the highest possible profit is not a goal in itself for social entrepreneurs. Generating profit serves the continuity of the company and the realization of social value. We also found that social enterprises can be configured as either market hybrids, blending hybrids, bridging hybrids or coupling hybrids.Petra C. M. NeessenCosmina L. VoineaEls DobberMDPI AGarticlebusiness modelssocial enterprisesvalue creationEnvironmental effects of industries and plantsTD194-195Renewable energy sourcesTJ807-830Environmental sciencesGE1-350ENSustainability, Vol 13, Iss 12750, p 12750 (2021)
institution	DOAJ
collection	DOAJ
language	EN
topic	business models social enterprises value creation Environmental effects of industries and plants TD194-195 Renewable energy sources TJ807-830 Environmental sciences GE1-350
spellingShingle	business models social enterprises value creation Environmental effects of industries and plants TD194-195 Renewable energy sources TJ807-830 Environmental sciences GE1-350 Petra C. M. Neessen Cosmina L. Voinea Els Dobber Business Models of Social Enterprises: Insight into Key Components and Value Creation
description	The increasing pressure on people to do something for society, in combination with the need for financial turnover in order to survive, is seen as one of the dominant factors for the rise of social enterprises. However, there is still debate on how social enterprises create social value in addition to economic value and how this is reflected in the business model. In this case study research, we investigate how the key components of the business model of social enterprises contribute to the creation of social and economic value. The cases in this research create social and economic value through the mutually interacting operation of key components and their sub-components. This interacting effect focuses on the one hand on the alignment of the internal architecture, market and financial management with the mission. The mission statement serves as a guiding principle. Furthermore, realizing the highest possible profit is not a goal in itself for social entrepreneurs. Generating profit serves the continuity of the company and the realization of social value. We also found that social enterprises can be configured as either market hybrids, blending hybrids, bridging hybrids or coupling hybrids.
format	article
author	Petra C. M. Neessen Cosmina L. Voinea Els Dobber
author_facet	Petra C. M. Neessen Cosmina L. Voinea Els Dobber
author_sort	Petra C. M. Neessen
title	Business Models of Social Enterprises: Insight into Key Components and Value Creation
title_short	Business Models of Social Enterprises: Insight into Key Components and Value Creation
title_full	Business Models of Social Enterprises: Insight into Key Components and Value Creation
title_fullStr	Business Models of Social Enterprises: Insight into Key Components and Value Creation
title_full_unstemmed	Business Models of Social Enterprises: Insight into Key Components and Value Creation
title_sort	business models of social enterprises: insight into key components and value creation
publisher	MDPI AG
publishDate	2021
url	https://doaj.org/article/877297fea6154ba28c37f91fef064b71
work_keys_str_mv	AT petracmneessen businessmodelsofsocialenterprisesinsightintokeycomponentsandvaluecreation AT cosminalvoinea businessmodelsofsocialenterprisesinsightintokeycomponentsandvaluecreation AT elsdobber businessmodelsofsocialenterprisesinsightintokeycomponentsandvaluecreation
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Business Models of Social Enterprises: Insight into Key Components and Value Creation

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