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Considerations For Scaling a Social Enterprise: Key Factors and Elements

Clodagh O’Reilly

Clodagh O’Reilly

School of Marketing and Entrepreneurship, Technological University DublinDublin, Ireland
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O’Reilly, Clodagh
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Lucia Walsh

Lucia Walsh

School of Marketing and Entrepreneurship, Technological University DublinDublin, Ireland
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Walsh, Lucia
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Ziene Mottiar

Ziene Mottiar

School of Tourism and Hospitality Management, Technological University DublinDublin, Ireland
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Mottiar, Ziene
  
16 ago 2023
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Categoria dell'articolo: Research Article
Pubblicato online: 16 ago 2023
Pagine: 16 - 32
DOI: https://doi.org/10.2478/ijm-2023-0008
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© 2023 Clodagh O’Reilly et al., published by Sciendo
This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

Figure 1:

Factors and Elements of the scaling process (Author’s own)
Factors and Elements of the scaling process (Author’s own)

Description of each factor and element of social enterprise scaling

Factors Considerations Elements Authors
Drivers to Scale What is driving or motivating the social enterprise to scale? Leader driven Demand-driven Opportunity driven Cliff 1988 Shepherd 2003 Smith et al., 2016 Wiklund and Shepherd, 2003
Forms of Scaling What form of scaling is most suitable to achieve the desired social impact? Scale Deep Scale Up Scale-Out Dees et al. 2004 Moore et al., 2015
Critical Success Factors What are the critical social changes that need to be made to achieve the desired social impact? Mission Unbundling Space Resource Bradach and Grindle, 2014 Han and Shah, 2020 Lawrimore 2011 Mulgan 2006 Seelos and Mair 2005,2019
Routes to Scale What are the practical routes to scaling available to achieve the desired social impact? Bricolage Supply Demand Three-Step Strategies Pathway Models Baker and Nelson, 2005 Dees et al. 2004 Elkington and Hartigan 2008 Lyon and Fernandez 2012 Mulgan, Tuck, Ali and Sanders 2007 Waitzer and Paul 2011
Readiness & Capabilities How does the social enterprise currently stack up, what capabilities does it need to acquire and how does it identify them? Barriers Resources Systems Bloom and Chatterji 2009 Bloom and Smith, 2010 Cannatelli 2017 Dees et al. 2004 Gauthier et al., 2019 Mulgan et al. 2007 Weber, Kroeger et al. 2012
Supports What external supports does the social enterprise need to leverage to achieve the desired social impact? Financing External expertise Governance Bacq and Eddleston, 2018 Han and Shah, 2020 O’Shaughnessy 2019 Elkington, Hartigan and Litovsky 2010 Santos, Pache and Birkholz 2015 Weber, Kroeger et al. 2012

Links between factors referred to in existing literature:

Reference Linkage
Bloom and Chatterji (2009) Capabilities to Ecosystem
Bloom and Smith (2010) Capabilities to Ecosystem
Bradach (2003) Routes to Forms
Bradach (2009) Minor linkage reference to Ecosystem supports - specifically looking at Franchise.
Bradach and Grindle (2014) Routes -Some are more ‘tips’ to transformative scale: Very briefly refers to the need for capabilities.
Cannatelli, B. (2017) Capabilities to Ecosystem
Dees, Anderson and Wei-Skillern (2004) CSF to Forms to Routes to Supports
Desa and Koch (2014) CSF to Routes to capabilities
Elkington and Hartigan (2008) Routes to Ecosystem to Support
Gauthier, Ruane and Berry (2019) Capabilities to Ecosystem
Han and Shah (2020) Routes to Supports to Ecosystem to Capabilities
Lyon and Fernandez (2012) Forms/Routes to Capabilities
Waitzer and Paul (2011) Routes to Ecosystem
Lingua:
Inglese
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Argomenti della rivista:
Economia e business, Business management, Marketing, vednite, relazioni con il cliente, Managemente, organizzazione, corporate governance, Imprenditorialità, Risorse umane, pratica del lavoro e carriera
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