Is your organization conducive to the continuous creation of social value? Toward a social corporate entrepreneurship scale |
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Institution: | 1. Kelley School of Business, Indiana University, 1309 E. Tenth Street, Bloomington, IN 47405, U.S.A.;2. Bloch School of Management, University of Missouri—Kansas City, Kansas City, MO 64110, U.S.A.;3. College of Business Administration, Kansas State University, Manhattan, KS 66506, U.S.A.;1. University of Sannio, Via delle Puglie, 82, 82100 Benevento, Italy;2. College of Business, Iowa State University, 2167 Union Drive, Ames, IA 50011-1350, U.S.A.;3. Copenhagen Business School, Porcelænshaven 18A, DK-2000 Frederiksberg, Denmark;1. Darden School of Business, University of Virginia, 100 Darden Boulevard, Charlottesville, VA 22903, U.S.A.;2. College of Business, James Madison University, Harrisonburg, VA 22807, U.S.A.;3. Kelley School of Business, Indiana University, Bloomington, IN 47405, U.S.A. |
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Abstract: | Over the last decade, explicit emphasis on the creation of social value has grown in profit-seeking firms as well as nonprofits and has even led to the emergence of a new legal organizational classification known as for-benefit corporations. Like financial value, social value is dynamic and therefore subject to perpetual changes in the firm’s external environment, changes that yield opportunities and threats for the firm. Although social entrepreneurship researchers have begun to study the identification and exploitation of opportunities to create social value, this research has taken place primarily within the context of startup organizations. In contrast, corporate entrepreneurship research has emphasized value creation within existing firms, but focused primarily on the identification and exploitation of opportunities to create financial value. Combining the two, we examine the creation of social value within the firm by proposing the social corporate entrepreneurship scale (SCES), a new instrument that measures organizational antecedents for social corporate entrepreneurship and offers managers an opportunity to analyze whether the perceived environment is supportive of corporate entrepreneurial behaviors intended to create social as well as financial value. The article concludes with a discussion of the instrument’s potential contribution to managerial practice. |
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Keywords: | Social entrepreneurship Corporate entrepreneurship Social value Hybrid organization Scale development Social innovation strategy |
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