Access the full text.
Sign up today, get DeepDyve free for 14 days.
Wendy Smith, Marya Besharov, A. Wessels, Michael Chertok (2012)
A Paradoxical Leadership Model for Social Entrepreneurs: Challenges, Leadership Skills, and Pedagogical Tools for Managing Social and Commercial DemandsAcademy of Management Learning and Education, 11
C. Seelos, J. Mair (2005)
Social Entrepreneurship: Creating New Business Models to Serve the PoorBusiness Horizons, 48
G. Fisher (2012)
Effectuation, Causation, and Bricolage: A Behavioral Comparison of Emerging Theories in Entrepreneurship ResearchEntrepreneurship Theory and Practice, 36
B. Eşitti, Buket Buluk (2020)
Organizational Symbolism
(1994)
Case study research: design and methods (applied social research methods, vol. 5)
Gaylen Chandler, Dawn DeTienne, A. McKelvie, Troy Mumford (2011)
Causation and effectuation processes: A validation studyJournal of Business Venturing, 26
John Thompson (2002)
The world of the social entrepreneurInternational Journal of Public Sector Management, 15
M. Bull, R. Ridley-Duff (2019)
Towards an Appreciation of Ethics in Social Enterprise Business ModelsJournal of Business Ethics
O. Lehner (2011)
The Phenomenon of Social Enterprise in Austria: A Triangulated Descriptive StudyJournal of Social Entrepreneurship, 2
Edward Gamble, Peter Moroz (2014)
Unpacking Not-for-profit PerformanceJournal of Social Entrepreneurship, 5
D. Lyon, G. Lumpkin, Gregory Dess (2000)
Enhancing Entrepreneurial Orientation Research: Operationalizing and Measuring a Key Strategic Decision Making ProcessJournal of Management, 26
G. Desa, S. Basu (2013)
Optimization or Bricolage? Overcoming Resource Constraints in Global Social EntrepreneurshipStrategic Entrepreneurship Journal, 7
J. Yusuf, Marg Sloan (2015)
Effectual Processes in Nonprofit Start-Ups and Social EntrepreneurshipThe American Review of Public Administration, 45
International Small Business Journal
T. Baker, R. Nelson (2005)
Creating Something from Nothing: Resource Construction through Entrepreneurial BricolageAdministrative Science Quarterly, 50
Janelle Kerlin (2006)
Social Enterprise in the United States and Europe: Understanding and Learning from the DifferencesVoluntas: International Journal of Voluntary and Nonprofit Organizations, 17
K. Eisenhardt, Melissa Graebner (2007)
Theory Building From Cases: Opportunities And ChallengesAcademy of Management Journal, 50
J. Battilana, Metin Sengul, Anne-Claire Pache, Jacob Model (2014)
Harnessing Productive Tensions in Hybrid Organizations: The Case of Work Integration Social EnterprisesAcademy of Management Journal, 58
P. Dey, C. Steyaert (2012)
Social entrepreneurship: critique and the radical enactment of the socialSocial Enterprise Journal, 8
V. Chavez, R. Stinnett, R. Tierney, S. Walsh (2017)
The importance of the technologically able social innovators and entrepreneurs: A US national laboratory perspectiveTechnological Forecasting and Social Change, 121
Silvia Dorado (2006)
SOCIAL ENTREPRENEURIAL VENTURES: DIFFERENT VALUES SO DIFFERENT PROCESS OF CREATION, NO?Journal of Developmental Entrepreneurship, 11
K. Eisenhardt (1989)
Building theories from case study researchSTUDI ORGANIZZATIVI
G. Lumpkin, Todd Moss, David Gras, Shoko Kato, Alejandro Amezcua (2013)
Entrepreneurial processes in social contexts: how are they different, if at all?Small Business Economics, 40
Shiferaw Eyana, E. Masurel, L. Paas (2017)
Causation and effectuation behaviour of Ethiopian entrepreneurs: Implications on performance of small tourism firmsJournal of Small Business and Enterprise Development, 25
Bob Doherty, H. Haugh, F. Lyon (2014)
Social Enterprises as Hybrid Organizations: A Review and Research AgendaINTL: Other Global Business Issues (Topic)
Anne-Claire Pache, Filipe Santos (2013)
Inside the Hybrid Organization: Selective Coupling as a Response to Competing Institutional LogicsAcademy of Management Journal, 56
Benyamin Lichtenstein, Mary Uhl‐Bien, Russ Marion, A. Seers, J. Orton, C. Schreiber (2006)
Complexity leadership theory: An interactive perspective on leading in complex adaptive systemsEmergence: Complexity and Organization, 8
S. Korsgaard (2011)
Opportunity formation in social entrepreneurshipJournal of Enterprising Communities: People and Places in The Global Economy, 5
J. Mair, Ernesto Noboa (2006)
Social Entrepreneurship: How Intentions to Create a Social Venture are Formed
Clyde Mitchell, J. Mitchell (1983)
Case and Situation AnalysisThe Sociological Review, 31
Alnoor Ebrahim, J. Battilana, J. Mair (2014)
The governance of social enterprises: Mission drift and accountability challenges in hybrid organizationsResearch in Organizational Behavior, 34
(2010)
Social accounting and auditing: assessing the contribution of social Capital to social enterprise and the social economy
Silvia Stroe, V. Parida, J. Wincent (2018)
Effectuation or causation: An fsQCA analysis of entrepreneurial passion, risk perception, and self-efficacyJournal of Business Research
S. Shane (2000)
Prior Knowledge and the Discovery of Entrepreneurial OpportunitiesOrganization Science, 11
Canadian Centre for Social Entrepreneurship, 16
Adesuwa Omorede (2014)
Exploration of motivational drivers towards social entrepreneurshipSocial Enterprise Journal, 10
Nicolaj Siggelkow (2007)
Persuasion with case studiesRevista Eletrônica de Estratégia e Negócios, 1
S. Shane, S. Venkataraman (2000)
The Promise of Entrepreneurship as a Field of ResearchAcademy of Management Review, 25
S. Sarasvathy (2001)
Causation and Effectuation: Toward a Theoretical Shift from Economic Inevitability to Entrepreneurial ContingencyAcademy of Management Review, 26
M. Beverland, A. Lindgreen (2010)
What makes a good case study? A positivist review of qualitative case research published in Industrial Marketing Management, 1971–2006Industrial Marketing Management, 39
J. Austin, H. Stevenson, Jane Wei-Skillern (2006)
Social and Commercial Entrepreneurship: Same, Different, or Both?Entrepreneurship Theory and Practice, 30
Cæcilie Maibom, Pernille Smith (2016)
Symbiosis across institutional logics in a social enterpriseSocial Enterprise Journal, 12
P. Sunley, S. Pinch (2012)
Financing social enterprise: social bricolage or evolutionary entrepreneurialism?Social Enterprise Journal, 8
John Thompson, Bob Doherty (2006)
The diverse world of social enterprise: a collection of social enterprise storiesInternational Journal of Social Economics, 33
Academy of Management Journal, 50
O. Akemu, G. Whiteman, S. Kennedy (2016)
Social Enterprise Emergence from Social Movement Activism: The Fairphone CaseORG: Other Emerging Research within Organizational Behavior (Topic)
C. Borzaga, Riccardo Bodini (2012)
What to Make of Social Innovation? Towards a Framework for Policy DevelopmentSocial Policy and Society, 13
F. Lyon, H. Fernandez (2012)
Strategies for scaling up social enterprise: lessons from early years providersSocial Enterprise Journal, 8
S. Teasdale (2012)
Negotiating Tensions: How Do Social Enterprises in the Homelessness Field Balance Social and Commercial Considerations?Housing Studies, 27
Yung-kai Yang, Shu-ling Wu (2016)
In Search of the Right Fusion Recipe: The Role of Legitimacy in Building a Social Enterprise ModelPOL: Social Responsibility Practices (Topic)
Jeffrey Robinson (2006)
Navigating Social and Institutional Barriers to Markets: How Social Entrepreneurs Identify and Evaluate Opportunities
M. Wright, S. Marlow (2012)
Entrepreneurial activity in the venture creation and development processInternational Small Business Journal, 30
S. Sarasvathy, Nicholas Dew (2005)
New market creation through transformationJournal of Evolutionary Economics, 15
Artur Steiner, S. Teasdale (2016)
The playground of the rich? Growing social business in the 21st centurySocial Enterprise Journal, 12
Ș. Burcea (2014)
The Social Enterprise - Viable Mechanism of Social Integration for Romanian Vulnerable Groups, 15
Lauren Smith, C. Woods (2015)
Stakeholder Engagement in the Social Entrepreneurship Process: Identity, Governance and LegitimacyJournal of Social Entrepreneurship, 6
Robert McDonald (2007)
An Investigation of Innovation in Nonprofit Organizations: The Role of Organizational MissionNonprofit and Voluntary Sector Quarterly, 36
K. Cooney (2011)
An Exploratory Study of Social Purpose Business Models in the United StatesNonprofit and Voluntary Sector Quarterly, 40
J. Mair, J. Mayer, Eva Lutz (2015)
Navigating Institutional Plurality: Organizational Governance in Hybrid OrganizationsOrganization Studies, 36
MariaLaura Domenico, H. Haugh, P. Tracey (2010)
Social Bricolage: Theorizing Social Value Creation in Social EnterprisesEntrepreneurship Theory and Practice, 34
Stuart Read, S. Sarasvathy (2005)
Knowing What to Do and Doing What You Know, 9
J. Nazroo, J. Ritchie, Jane Lewis (2003)
Designing fieldwork strategies and materials
Jie Wu, Shuaihe Zhuo, Zefu Wu (2017)
National innovation system, social entrepreneurship, and rural economic growth in ChinaTechnological Forecasting and Social Change, 121
Runping Guo (2019)
Effectuation, opportunity shaping and innovation strategy in high-tech new venturesManagement Decision
Michael Morris, Pamela Lewis, D. Sexton (1994)
Reconceptualizing Entrepreneurship: An Input-Output PerspectiveSAM Advanced Management Journal, 59
Tyler Wry, J. York (2017)
An Identity Based Approach to Social EnterpriseAcademy of Management Review, 42
Gordon Liu, W. Ko (2012)
Organizational Learning and Marketing Capability DevelopmentNonprofit and Voluntary Sector Quarterly, 41
F. Wilson, J. Post (2013)
Business models for people, planet (& profits): exploring the phenomena of social business, a market-based approach to social value creationSmall Business Economics, 40
Janelle Kerlin (2010)
A Comparative Analysis of the Global Emergence of Social EnterpriseVOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 21
M. Gibbert, Winfried Ruigrok, Bárbara Wicki (2008)
What passes as a rigorous case studySouthern Medical Journal, 29
C. Zott, Q. Huy (2007)
How Entrepreneurs Use Symbolic Management to Acquire ResourcesAdministrative Science Quarterly, 52
P. Corner, M. Ho (2010)
How Opportunities Develop in Social EntrepreneurshipEntrepreneurship Theory and Practice, 34
H. Johnston, Shelley Carrico (1988)
Developing Capabilities to Use Information StrategicallyMIS Q., 12
S. Sarasvathy, Nicholas Dew, S. Velamuri, S. Venkataraman (2003)
Three Views of Entrepreneurial Opportunity
Mainstream entrepreneurship research tends to adopt either the causation or effectuation perspective in their studies. Yet, the social enterprise literature has largely focussed on the bricolage perspective to explain social entrepreneurial action. The authors argue that when investigating legitimacy driven opportunity pursuit of an enterprise’s pre-emergence stage, all three perspectives of causation, effectuation and bricolage are required. The purpose of this paper was to address the research question how does effectuation determine entrepreneurial action in the pre-emergence of a social enterprise?Design/methodology/approachAn in-depth single case study approach was used based on the data provided by the founding entrepreneur of Good-Faith Learning social enterprise in Australia.FindingsThe results demonstrated the complementary evolution of the three perspectives. In the following sequence, the effectuation, causation and bricolage actions were identified during the pre-emergence stage of the Good-Faith Learning social enterprise. Specifically, the input–process–output perspective of the study confirmed that the initial stage reflects on the effectual means linked to the causation-based strong articulation of the social vision and mission. The process stage dominates the bricolage approach to resourcing leading to effectual outcomes subsequently. Further, the specific actions of the pre-emergence stage are comprised legitimacy driven symbolic management approaches conveying the entrepreneur’s credibility and commitment, professional organising through website, gut-instinct based team selection, and organisational achievement.Research limitations/implicationsThe future research may conduct multiple case study analysis with multiple respondents to observe the consistency or deviations of the patterns identified in this study.Originality/valueThis single case study demonstrates the complementary existence of causation, effectuation and bricolage elements in entrepreneurial actions in a single social enterprise context and advances the social entrepreneurship literature.
Social Enterprise Journal – Emerald Publishing
Published: May 22, 2019
Keywords: Australia; Case study; Social enterprise; Effectuation; Entrepreneurial action; Bricolage; Causation
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.