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Organisational Responses to Social-Business Tensions in Social Entrepreneuring: Findings from the Scaling up of an Affordable Housing Finance Firm in India

Organisational Responses to Social-Business Tensions in Social Entrepreneuring: Findings from the... Abstract The scaling up of a social enterprise is a dynamic process that often involves tensions resulting from the divergent social and business logics inherently present in social enterprises. We analysed extensive data covering a period of more than 10 years’ journey of an affordable housing finance organisation in India. We identify four phases of the scaling up process of the venture and highlight three areas where the social-business tensions arise in: (i) human resources, (ii) organising and (iii) investor expectations. Our process model illustrates how the organisation developed different responses to mitigate these tensions in different phases and avoid mission drift. These responses include prioritising the social side, half-hearted balancing, accepting growth limitation and anticipating social-business tensions. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Social Entrepreneurship Taylor & Francis

Organisational Responses to Social-Business Tensions in Social Entrepreneuring: Findings from the Scaling up of an Affordable Housing Finance Firm in India

Organisational Responses to Social-Business Tensions in Social Entrepreneuring: Findings from the Scaling up of an Affordable Housing Finance Firm in India

Journal of Social Entrepreneurship , Volume OnlineFirst: 29 – Dec 8, 2022

Abstract

Abstract The scaling up of a social enterprise is a dynamic process that often involves tensions resulting from the divergent social and business logics inherently present in social enterprises. We analysed extensive data covering a period of more than 10 years’ journey of an affordable housing finance organisation in India. We identify four phases of the scaling up process of the venture and highlight three areas where the social-business tensions arise in: (i) human resources, (ii) organising and (iii) investor expectations. Our process model illustrates how the organisation developed different responses to mitigate these tensions in different phases and avoid mission drift. These responses include prioritising the social side, half-hearted balancing, accepting growth limitation and anticipating social-business tensions.

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References (62)

Publisher
Taylor & Francis
Copyright
© 2022 Informa UK Limited, trading as Taylor & Francis Group
ISSN
1942-0684
eISSN
1942-0676
DOI
10.1080/19420676.2022.2152858
Publisher site
See Article on Publisher Site

Abstract

Abstract The scaling up of a social enterprise is a dynamic process that often involves tensions resulting from the divergent social and business logics inherently present in social enterprises. We analysed extensive data covering a period of more than 10 years’ journey of an affordable housing finance organisation in India. We identify four phases of the scaling up process of the venture and highlight three areas where the social-business tensions arise in: (i) human resources, (ii) organising and (iii) investor expectations. Our process model illustrates how the organisation developed different responses to mitigate these tensions in different phases and avoid mission drift. These responses include prioritising the social side, half-hearted balancing, accepting growth limitation and anticipating social-business tensions.

Journal

Journal of Social EntrepreneurshipTaylor & Francis

Published: Dec 8, 2022

Keywords: Institutional logics; mission drift; scaling up; social enterprises; process study

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