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From Social Value to Social Cognition: How Social Ventures Obtain the Resources They Need for Social Transformation

From Social Value to Social Cognition: How Social Ventures Obtain the Resources They Need for... AbstractAcademic and popular discussions of social entrepreneurship often point to the importance of social value creation in contributing to a social venture's success. Implied in these discussions is the assumption that the more pressing the social problem addressed by the mission or the greater the social value generated, the more successful and attractive the venture will be. The present theoretical framework uses social cognition theory to examine the link between dimensions of the social mission and the venture's appeal to resource providers, and suggests that the magnitude of social value created is only one of a broader set of mission characteristics that influence social venture outcomes, such as resource acquisition from potential resource providers. Theoretical and practical implications are discussed. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Social Entrepreneurship Taylor & Francis

From Social Value to Social Cognition: How Social Ventures Obtain the Resources They Need for Social Transformation

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From Social Value to Social Cognition: How Social Ventures Obtain the Resources They Need for Social Transformation

Albert, Lumina S.; Dean, Thomas J.; Baron, Robert A.
Journal of Social Entrepreneurship , Volume 7 (3): 23 – Sep 1, 2016

Abstract

AbstractAcademic and popular discussions of social entrepreneurship often point to the importance of social value creation in contributing to a social venture's success. Implied in these discussions is the assumption that the more pressing the social problem addressed by the mission or the greater the social value generated, the more successful and attractive the venture will be. The present theoretical framework uses social cognition theory to examine the link between dimensions of the social mission and the venture's appeal to resource providers, and suggests that the magnitude of social value created is only one of a broader set of mission characteristics that influence social venture outcomes, such as resource acquisition from potential resource providers. Theoretical and practical implications are discussed.

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Publisher
Taylor & Francis
Copyright
© 2016 Informa UK Limited, trading as Taylor & Francis Group
ISSN
1942-0684
eISSN
1942-0676
DOI
10.1080/19420676.2016.1188323
Publisher site
See Article on Publisher Site

Abstract

AbstractAcademic and popular discussions of social entrepreneurship often point to the importance of social value creation in contributing to a social venture's success. Implied in these discussions is the assumption that the more pressing the social problem addressed by the mission or the greater the social value generated, the more successful and attractive the venture will be. The present theoretical framework uses social cognition theory to examine the link between dimensions of the social mission and the venture's appeal to resource providers, and suggests that the magnitude of social value created is only one of a broader set of mission characteristics that influence social venture outcomes, such as resource acquisition from potential resource providers. Theoretical and practical implications are discussed.

Journal

Journal of Social Entrepreneurship – Taylor & Francis

Published: Sep 1, 2016

Keywords: Mission appeal; resource providers; social cognition; social entrepreneurship; social mission

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