To perform or not to perform? How strategic orientations influence the performance of Social Entrepreneurship Organizations

Social Entrepreneurship Organizations (SEOs) aim to solve social, environmental or societal problems even as they strive to work profitably. The achievement of the social mission also requires economic viability and differentiation from the competition. Acting in contested markets, SEOs must, theref...

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Autores principales:	Florian Lückenbach, Carsten Baumgarth, Holger J. Schmidt, Jörg Henseler
Formato:	article
Lenguaje:	EN
Publicado:	Taylor & Francis Group 2019
Materias:	social entrepreneurship organization brand orientation entrepreneurial orientation market orientation performance measurement partial least squares modelling fuzzy set qualitative comparative analysis Business HF5001-6182 Management. Industrial management HD28-70
Acceso en línea:	https://doaj.org/article/8a27c969695f49aa8eba4e5e0804e6c3
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spelling	oai:doaj.org-article:8a27c969695f49aa8eba4e5e0804e6c32021-12-02T16:09:30ZTo perform or not to perform? How strategic orientations influence the performance of Social Entrepreneurship Organizations2331-197510.1080/23311975.2019.1647820https://doaj.org/article/8a27c969695f49aa8eba4e5e0804e6c32019-01-01T00:00:00Zhttp://dx.doi.org/10.1080/23311975.2019.1647820https://doaj.org/toc/2331-1975Social Entrepreneurship Organizations (SEOs) aim to solve social, environmental or societal problems even as they strive to work profitably. The achievement of the social mission also requires economic viability and differentiation from the competition. Acting in contested markets, SEOs must, therefore, adopt a competitive strategy to deliver services and products. While literature concerning achieving competitive advantages through a strategic concept has a long tradition in business management, little is known about how SEOs can use different strategic orientations (SO) to achieve superior performance. Based on a global sample of social entrepreneurs (n = 130), this study assessed the impact of market orientation (MO), entrepreneurial orientation (EO), and brand orientation (BO) on SEO performance. The findings indicate that MO and EO help SEOs to foster social and market performance. Using partial least squares (PLS) path modelling, in conjunction with fuzzy set Qualitative Comparative Analysis (fsQCA), this study also provides new insights into the interplay of SO, illustrating that MO and BO are complementary approaches that contribute to economic performance.Florian LückenbachCarsten BaumgarthHolger J. SchmidtJörg HenselerTaylor & Francis Grouparticlesocial entrepreneurship organizationbrand orientationentrepreneurial orientationmarket orientationperformance measurementpartial least squares modellingfuzzy set qualitative comparative analysisBusinessHF5001-6182Management. Industrial managementHD28-70ENCogent Business & Management, Vol 6, Iss 1 (2019)
institution	DOAJ
collection	DOAJ
language	EN
topic	social entrepreneurship organization brand orientation entrepreneurial orientation market orientation performance measurement partial least squares modelling fuzzy set qualitative comparative analysis Business HF5001-6182 Management. Industrial management HD28-70
spellingShingle	social entrepreneurship organization brand orientation entrepreneurial orientation market orientation performance measurement partial least squares modelling fuzzy set qualitative comparative analysis Business HF5001-6182 Management. Industrial management HD28-70 Florian Lückenbach Carsten Baumgarth Holger J. Schmidt Jörg Henseler To perform or not to perform? How strategic orientations influence the performance of Social Entrepreneurship Organizations
description	Social Entrepreneurship Organizations (SEOs) aim to solve social, environmental or societal problems even as they strive to work profitably. The achievement of the social mission also requires economic viability and differentiation from the competition. Acting in contested markets, SEOs must, therefore, adopt a competitive strategy to deliver services and products. While literature concerning achieving competitive advantages through a strategic concept has a long tradition in business management, little is known about how SEOs can use different strategic orientations (SO) to achieve superior performance. Based on a global sample of social entrepreneurs (n = 130), this study assessed the impact of market orientation (MO), entrepreneurial orientation (EO), and brand orientation (BO) on SEO performance. The findings indicate that MO and EO help SEOs to foster social and market performance. Using partial least squares (PLS) path modelling, in conjunction with fuzzy set Qualitative Comparative Analysis (fsQCA), this study also provides new insights into the interplay of SO, illustrating that MO and BO are complementary approaches that contribute to economic performance.
format	article
author	Florian Lückenbach Carsten Baumgarth Holger J. Schmidt Jörg Henseler
author_facet	Florian Lückenbach Carsten Baumgarth Holger J. Schmidt Jörg Henseler
author_sort	Florian Lückenbach
title	To perform or not to perform? How strategic orientations influence the performance of Social Entrepreneurship Organizations
title_short	To perform or not to perform? How strategic orientations influence the performance of Social Entrepreneurship Organizations
title_full	To perform or not to perform? How strategic orientations influence the performance of Social Entrepreneurship Organizations
title_fullStr	To perform or not to perform? How strategic orientations influence the performance of Social Entrepreneurship Organizations
title_full_unstemmed	To perform or not to perform? How strategic orientations influence the performance of Social Entrepreneurship Organizations
title_sort	to perform or not to perform? how strategic orientations influence the performance of social entrepreneurship organizations
publisher	Taylor & Francis Group
publishDate	2019
url	https://doaj.org/article/8a27c969695f49aa8eba4e5e0804e6c3
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To perform or not to perform? How strategic orientations influence the performance of Social Entrepreneurship Organizations

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