Towards a practice theory of entrepreneuring

Adopting a process perspective on entrepreneurship, captured by the notion of “entrepreneuring,” the emerging practice-theory approach in the social sciences is proposed as an appropriate frame of reference. Entrepreneuring as a practice is ontologically/epistemologically qualified by presenting phronesis as the relevant guiding intellectual virtue in the knowledge-creating process. A constructionist view invites different modes of coping with an ambiguous environment, including the use of analogizing and bricolage when enacting entrepreneuring by way of improvisation and personal networking. The notion of “organizing context” is introduced to grasp how collective support for entrepreneuring may be mobilized. Enactive research as an interactive way for doing field research is outlined and illustrated in order to complete the paradigmatic and theoretical arguments for a practice-theory approach to entrepreneuring with an adequate methodology.     

Expertise and organizational boundaries: the varying roles of Australian management consultants

The diversity of management consulting has long been recognized by mainstream commentators, but the more critical literature often overlooks this feature. This article explores different consulting roles by developing a typology based on two dimensions of consulting work: the nature of the knowledge base that consultants purport to use in their work, and the extent to which the boundaries between consultant and client are permeable. Based on interviews with a cross-section of Australian consultants and clients, features of four main consulting roles are outlined. Key developments that are highlighted include the increasingly structured nature of much consulting work and the growth of client-consultant relationships based on social rather than purely market exchange criteria. It is shown that the diversity of consulting roles has developed over time in response to both client demands and consultant initiatives. The analysis raises questions about the nature of expertise and the structure of organizations.     

The Relationship of Leadership Style and CEO Values to Ethical Practices in Organizations

This study analyzes the relationship between CEO values, leadership style and ethical practices in organizations. The ethical practices of formal statement of ethics and diversity training are included in the study, as well as four categories of values based on Rokeach's (1973) typology including personal, social, competency-based and morality-based. Results indicate that all four types of values are positively and significantly related to transformational leadership, with transactional leadership positively related to morality-based and personal values, and laissez-faire leadership negatively related to competency-based values. When size of company and values are controlled, transformational leadership explains a significant amount of change in formal statement of ethics, and transactional leadership explains a significant amount of change in diversity training.     

Overcoming constraints of collective imagination: An inquiry into activist entrepreneuring,disruptive truth-telling and the creation of ‘possible worlds’

This article introduces ‘activist entrepreneuring’ to suggest a fresh understanding of entrepreneuring which foregrounds how constraints of imagination are removed through critical speech. Specifically, we link Michel Foucault's work on parrhesia, or courageous speech, and various literatures on (utopian) imagination to discuss ‘disruptive truth-telling’ as the generative mechanism of activist entrepreneuring whose transformative force resides in breaking free from existing limitations of collective imagination, or what we refer to as the ‘orthodox social imaginary’. We use the activist group Yes Men to develop a process model which throws into sharper relief how disruptive truth-telling is employed, on the one hand, to expose and problematize the boundaries of collective imagination, and, on the other, to create ‘possible worlds’ that prefigure ways of doing business that are consistent with broader societal interest. The three interrelated objectives of this article are: first, to make creative use of the humanities to emphasize how disruptive truth-telling actualizes possibilities for imagining future realities that seem impossible from the standpoint of dominant imagination. Second, to make the case for seeing changes of collective imagination as a genuine entrepreneurial accomplishment. And third, to identify boundary conditions that help us strengthen the explanatory power of our theorizing on disruptive truth-telling.     

Progress without a venture? Individual benefits of post-disruption entrepreneuring

Entrepreneurial action only rarely results in the full transition to venture creation. Yet, extant research has focused almost exclusively on explaining how entrepreneurial action influences venture performance outcomes such as emergence and growth. Therefore, to advance theory, there is a need to uncover other outcomes of entrepreneurial action by decoupling it from venture creation. In this study, we begin such decoupling by exploring how entrepreneurial action can create individual benefits irrespective of venture emergence and financial success. We collected longitudinal data from a group of individuals who, due to forced migration, experienced significant disruption and then engaged in entrepreneurial action with the general goal of adapting to a new (to them) context. From this data, we integrated theory on entrepreneuring to develop a grounded model of post-disruption entrepreneuring. This model has three main components: (a) disruption assessment impact—interpretation of how the disruption will influence one's ability to pursue tasks and goals that provide meaning in life; (b) use of entrepreneuring—function and application of entrepreneuring activities in addressing opportunities or threats; and (c) projected goals—anticipated outcomes that provide meaning, motivation, and purpose. These attempts at assessing the contextual conditions provide individuals with an objective way of framing their situation. Thus, entrepreneuring can serve as an accessible mental structure that facilitates adaptation. In elaborating on post-disruption entrepreneuring, this study contributes to the literature by demonstrating the generative capacity of entrepreneurial action even in the absence of venture creation.     

The changing role of governments in corporate social responsibility: drivers and responses

The aim of this article is to contribute to understanding the changing role of government in promoting corporate social responsibility (CSR). Over the last decade, governments have joined other stakeholders in assuming a relevant role as drivers of CSR, working together with intergovernmental organizations and recognizing that public policies are key in encouraging a greater sense of CSR. This paper focuses on the analysis of the new strategies adopted by governments in order to promote, and encourage businesses to adopt, CSR values and strategies. The research is based on the analysis of an explanatory framework, related to the development of a relational analytical framework, which tries to analyze the vision, values, strategies and roles adopted by governments, and the integration of new partnerships that governments establish in the CSR area with the private sector and social organizations. The research compares CSR initiatives and public policies in three European countries: Italy, Norway and the United Kingdom, and focuses on governmental drivers and responses. The preliminary results demonstrate that governments are incorporating a common statement and discourse on CSR, working in partnership with the private and social sectors. For governments, CSR implies the need to manage a complex set of relationships in order to develop a win–win situation between business and social organizations. However, the research also focuses on the differences between the three governments when applying CSR public policies. These divergences are based on the previous cultural and political framework, such as the welfare state typology, the organizational structures and the business and social and cultural background in each country.     

Social corporations under the spotlight: A governance perspective

A series of new legal statutes for profit-seeking social ventures has emerged across geographic and institutional settings. Extant studies commonly do not make a clear distinction between these ventures. Such confusion leads to blurriness in research design and methodology, thereby limiting the relevance of findings. Moreover, researchers, entrepreneurs, and policymakers often lack a clear view of the unique organizational and governance aptitudes these ventures call for, to sustain and grow over time. Thus, this study has two objectives: (1) to clarify the panorama of novel companies that legally commit themselves to a social mission, gathered under the term “social corporation,” by providing a comprehensive typology of these organizations and (2) to identify the governance capabilities that social corporations develop to be sustainable and avoid mission drift in the long run. Our analysis of corporate-governing documents leads us to classify social corporations into three types: hard-law, soft-law, and bylaw. In addition to this typology, our multiple case study uncovers five key governance capabilities of social corporations related to performance, conformance, and responsibility—the main pillars of organizational governance. Overall, our work contributes to a better understanding of novel forms of social entrepreneurship emerging on the market. More important, it casts light on the governance processes that characterize them.     

Registering Ideology in the Creation of Social Entrepreneurs: Intermediary Organizations, ‘Ideal Subject’ and the Promise of Enjoyment

Few industries have been pressured to develop corporate social responsibility (CSR) standards and policies like oil and gas. This has translated into the creation of non-governmental organizations and branches of the oil and gas firms focused on CSR. However, given the intrinsic complex characteristics of this industry, its global reach, and the fact that its operations affect and involve a wide variety of stakeholders, CSR issues cannot be defined and implemented exclusively at the industry or firm levels, but require the participation of other actors affected directly or indirectly by oil and gas activities. In this paper we argue, first, that oil and gas CSR issues are collectively constructed through meta-organizations (organizations composed by other organizations), and, second, that the complexity and variety of CSR issues require companies to build industry-specific and non-industry-specific collective actions. Based on how oil and gas firms participate in this multi-level co-construction of CSR issues, we created a typology of meta-organizations as infra-sectoral, sectoral, cross-sectoral, and supra-sectoral meta-organizations.     

Different Paths to Collaboration Between Businesses and Civil Society and the Role of Third Parties

In this article, we suggest that one of the unexplored paths toward collaboration between firms and civil society organizations starts with confrontation or potential conflict, and that the transition toward collaboration can be further understood if one focuses on triadic relationships rather than dyadic ones. We analyze the presence of third parties and their different roles to explain how collaboration is facilitated. The article aims at bringing together the bodies of research on business–civil society confrontation and on business–civil society collaboration. It offers a comparative analysis of four case studies, and proposes a typology of third parties composed of facilitating allies, participating allies, mediators, and solution seekers. We conclude with some implications for further research as well as for practice.     

A typology of small- and medium-sized supplier approaches to social responsibility

Research on socially responsible supply chains has tended to define suppliers over-simplistically as either responsible or irresponsible. This paper illuminates the varied roles of broadly socially responsible small and medium sized enterprises by seeking to discern the differences and highlight the heterogeneity of the approaches taken. Distinguishing our approach from extant corporate social responsibility categorisations, a typology is outlined, drawing on Jungian Theory of Extraversion and the strategic capability of smaller firms. The analysis suggests four groupings of socially responsible small and medium enterprise supplier: strategic engager; strategic contemplator; active connector and active reflector. Overall, the paper seeks to inject nuance into discussions regarding supplier social responsibility practices, adding to the small business social responsibility literature, as well as unifying a number of strands of research relating to supply chain responsibility. The proposed typology offers firm foundations for further empirical and conceptual research in the area.     

Toward a theory of transformative entrepreneuring: Poverty reduction and conflict resolution in Rwanda's entrepreneurial coffee sector

This study illustrates how entrepreneurship may catalyze prosperity as well as peace in entrenched poverty–conflict zones. We bring to life a conceptualization of transformative entrepreneuring by assessing interrelationships between poverty and conflict indicators from the perspective of rural dwellers in Rwanda's entrepreneurial coffee sector. Our findings suggest that individuals' perceptions of poverty alleviation and conflict reduction are sequentially linked, notably via increased quality of life. This enables us to advance theory on entrepreneuring by unpacking the mechanisms through which entrepreneurial processes may transform the lives of such ‘ordinary’ entrepreneurs in settings where economic and social value creation are desperately needed.     

How Can Social Enterprise Address Disadvantage? Evidence from an Inner City Community

This article examines the potential impact of social enterprise on disadvantage. The case study research involved participant observation over a 2-year period. Selection of cases was based on a preliminary typology for social enterprise and disadvantage was conceptualized using the European concept of social exclusion. This sees exclusion as multidimensional and relative to the standards of the society in which a person lives. The existing research literature suggests that the aggregate economic impact of social enterprise upon exclusion is marginal. This is a consequence of a mismatch between policy expectations and what is happening in the field. This study found that different forms of social enterprise impacted on exclusion in different ways. This article outlines these different impacts in order to open up a more balanced perspective on the potential and limitation of social enterprise in combating disadvantage.     

Social media analytics for enterprises: Typology,methods, and processes

This article provides an overview of social media analytics for managers that seek to utilize the practice for social media intelligence. Currently, managers are challenged to analyze an abundance of social media data but lack a framework within which to do so. Toward this end, this article presents a simple typology of social media analytics for enterprises. It also discusses various analytics methods for social media data. Then, this article discusses management processes of social media analytics for enterprises. An illustration of social media analytics is provided with real-world consumer review data. Finally, four challenges are discussed.     

Attending to ethics in management

Based on analysis of interviews with managers about the ethical questions they face in their work, a typology of morally questionable managerial acts is developed. The typology distinguishes acts committed against-the-firm (non-role and role-failure acts) from those committed on-behalf-of-the-firm (role-distortion and role-as-sertion acts) and draws attention to the different nature of the four types of acts. The argument is made that senior management attention is typically focused on the types of acts which are least problematical for most managers, and that the most troublesome types are relatively ignored. James A. Waters was Dean, Graduate School of Management at Boston College. His research interests concerned the process of strategy formation in complex organizations, organizational change and development, and ethics in organizations. His work has been published in such journals as Organizational Dynamics, Academy of Management Review, Academy of Management Journal, Strategic Management Journal, California Management Review, Business Horizons, Journal of Applied Psychology, Business and Society, Canadian Journal of Administrative Science, Advanced Management Journal, Journal of Business Ethics, Organizational Behavior Teaching Review, and numerous anthologies. Dr Waters recently and tragically passed away.Frederick Bird teaches Comparative Ethics at Concordia University, where he is an associate professor. He has recently written a text on the comparative sociological study of moral systems as well as a number of articles on business ethics and contemporary religious movements.     

Social enterprises and social markets: models and new trends

Strengthening of the “disinterested” is key in the current economic situation (Bourdieu 1986). It can provide new values and ways of managing the markets and enterprise organizations; social enterprises are emerging as instruments to make this possible. This work studies the different traditions and analyzes social enterprises and social entrepreneurs, with particular attention to Spain. It also examines trends deriving from the new emerging models, first making an approximation of social markets: a market experience based on building a production, distribution, financing, and responsible consumption network that overcomes the limits of individual companies, engaging all the market’s economic agents. Finally, the risks and opportunities that these models present for a supportive and Social Economy are analyzed.     

Hybrid business models for peace and reconciliation

Despite growing interest in business for peace, there is little insight into how the organizations involved combine societal aims with economic ones in their business models. Literature has exemplified ‘hybrid organizations’ that seek to pursue both for-profit and non-profit activities and are specifically set up with this mission, usually in stable Western countries. However, already existing, traditional organizations that aim for mixed forms of economic and social value creation have been underexposed, and that applies even more for organizational forms that address peace in difficult settings. To help fill these gaps, this article sheds light on different degrees of hybridity of a range of organizations operating in a (post-)conflict region. It shows how 53 organizations in between the non-profit/for-profit extremes pursue different combinations of social and economic goals, maintain and develop relationships with stakeholders, and interact progressively with markets and institutions. We also present a hybridization continuum and classification scheme that is applicable beyond our specific context. While different degrees of hybridity in objectives, perspectives, and relationships exist, key dimensions are frequent interactions with stakeholders, awareness of development and reconciliation issues, and personal commitment. We identify hybridity aspects relevant to management and discuss implications for business scholars and practitioners.     

Organizational CQ: Cultural intelligence for 21st-century organizations

We live in an age of massive global disruption. Technological advancements threaten century-old business models, globalization is reordering supply chains, and people need to work with colleagues and customers who have vastly different backgrounds. On top of that, we have been in the midst of a global pandemic, and customers, employers, and investors are demanding more than just a Black Lives Matter social media post from organizations that purport to take social justice seriously. Organizations with high cultural intelligence (CQ) are able to navigate this volatility and complexity effectively. Over the last two decades, scholars from across the world have published hundreds of articles on CQ, the capability to relate and work effectively in complex, culturally diverse situations. Most of the work has examined CQ at the individual level. But what about organizations? Can organizations be culturally intelligent? The emerging research on CQ at the organizational level offers leaders and organizations critical insights for navigating today’s diverse, digital world. Organizational CQ is a firm’s capability to function effectively in a complex and unpredictable multicultural world. This article stresses the importance of the culturally intelligent organization and explains how to develop organizational CQ.     

The employee brand: Is yours an all-star?

In this article, a typology is presented which will help organizations better reflect the brand image they desire. The assisting typology is based on the extent to which employees know and understand the organization's mission, values, and desired brand image, and the degree to which they perceive their psychological contracts with the organization as being honored. Organizations can be classified as all-stars, rookies, injured reserves, or strike-out kings, based on the characteristics of a preponderance of their employees. As categorized, rookie organizations cannot deliver the desired brand image because most of their employees lack the knowledge and understanding to do so. Injured reserve organizations, on the other hand, cannot achieve the same because firm employees perceive their psychological contracts with the organization as having been violated, which renders the individuals unwilling and unmotivated. For their part, strike-out king organizations share rookie and injured reserve organizations' worst characteristics. Finally, and conversely, all-star organizations consistently deliver the desired brand image to others because their employees are both able and motivated to do so. To help firms attain this highly desired status, specific guidelines are presented herein which may help organizations become “all-stars” in their own right.     

It's a secret: Marketing value and the denial of availability

Marketing thrives on secrets, yet surprisingly little formal attention has been paid to how the marketing of secrecy and the secrecy of marketing can play a significant role in contemporary organizations. We draw upon the fields of organizational studies, psychology, and marketing to develop a typology of secrets that reflects their marketing value and their knowledge value. Marketing secrets can have value to the firm (strategic value), to the customer (marketing value), or to both parties. Based on these two dimensions, we identify four different types of marketing secrets: (1) appealing secrets have high strategic value, as well as high marketing value; (2) mythical secrets mean little to the firm but a lot to the customer; (3) plain secrets are critical to the firm but are irrelevant to customers; and (4) weak secrets have neither strategic value nor marketing value. Our typology enables academics to formulate research questions regarding secrecy in marketing, and serves as a guide for practitioners in the construction of strategies that can exploit the strategic value of secrets by ‘romancing’ them, and increase their knowledge value by ‘educating’ the secrets.     

The Economic Development Role of Regional Logistics Hubs: A Cross‐Country Study of Interorganizational Governance Models

As global competition intensifies, the geographic fragmentation of supply chain activities is creating a concentration of trade at regional freight gateways or hubs. This has significant implications for the economic prosperity of the specific gateway regions. The study explores the deliberate governance efforts of regional economic development agencies and the communities they support in their attempts to exploit location‐specific logistics assets to deliver economic productivity gains. Drawing on the new institutional economics’ body of literature, the research explores prevalent governance models which represent the proactive attempts by these agencies to transform regional logistics capability into cohesive hub strategies. By adopting exploratory cluster‐mapping procedures, web content analysis, and Delphi panels, study findings suggest a typology of multijurisdiction, and multiagency governance models representing the collaborative efforts between public sector and government agencies, academic institutions, and private sector organizations within selected European and U.S. logistics hubs. Each governance type is defined in accordance to specific economic organization and proficiency characteristics.