Impact measurement in social enterprises: Australia and India

2016 ◽  
Vol 12 (1) ◽  
pp. 78-103 ◽  
Author(s):  
Debbie Haski-Leventhal ◽  
Akriti Mehra
Keyword(s):  
Qualitative Methodology ◽  
Social Impact ◽  
Social Enterprises ◽  
Impact Measurement ◽  
Social Entrepreneurs ◽  
Developed Country ◽  
Content Type ◽  
The Social ◽  
Theoretical Sampling ◽  
Practical Implications

Purpose This study aims to extend existing research on impact measurement (IM) in social enterprises (SEs) by capturing, comparing and contrasting perceptions of IM in SEs in Australia and India. Design/methodology/approach A qualitative methodology was used to study five cases each in India and Australia. The SEs were identified using snowball and theoretical sampling, and grounded theory was applied to analyze the data. Findings Emerging perceptions of IM in both countries are described according to the development of the SE, its perceived impact and IM methods and challenges. Primary differences between India and Australia lie in perceptions of impact and IM, and related tools and processes. Similarities include understanding the importance of IM and the challenges faced. Signaling theory is used to depict how some SEs use IM to signal quality to their stakeholders and how information asymmetry can be reduced by measuring and reporting on IM. Research limitations/implications There is limited representation from developed and developing countries, and the snowball and theoretical sampling approaches used to identify SEs have limitations, including limited representation of SEs. Practical implications There is presently no standardized method of IM due to common challenges and perceived barriers. It is, therefore, important for SEs to work toward developing their own comprehensive IM methodology that is ingrained in strategy, applied on a regular basis and used to measure collective impact to increase sense of ownership and acceptability for employees and partners. Originality/value The paper brings the social entrepreneurs’ perspectives on measuring social impact while comparing these perspectives in one developing and one developed country.

Measuring business impact: the lessons from the business schools

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Michel Kalika ◽  
Gordon Shenton
Keyword(s):  
Social Impact ◽  
Business Schools ◽  
Assessment System ◽  
Impact Measurement ◽  
Self Assessment ◽  
Content Type ◽  
Measurement Framework ◽  
The Social ◽  
First Time ◽  
Practical Implications

Purpose The purpose of this paper is to present an example of a fully operational impact assessment system called Business School Impact System (BSIS). It is designed specifically for business schools with a particular emphasis on their local and regional impact. Since its creation, the process has been adapted to schools of engineering and indeed to entire universities. The question of its relevance to all organisations is on the table. Design/methodology/approach Talking about measurement raises methodological issues that are common to all organisations. The methodology used in this chapter, particularly in its second part, is mainly inductive, based on direct experience in interviewing 44 business schools in 15 countries. The system was designed on the basis of a survey among around 20 actors of the education industries (deans, journalists). First of all, the system involves an extensive self-assessment phase based on the BSIS impact measurement framework consisting of 7 major impact dimensions and about 100 indicators. This is followed up by a two-day visit by two experienced experts (former deans) who engage in challenging discussions with internal practitioners and external stakeholders. Findings The question of the relevance of the dimensions used by business schools for companies is systematically asked, and it is argued that the seven dimensions of impact can be applied to all organisations whatever their mission. Research limitations/implications The methodology has not yet been tested on private organisations. Practical implications The process can be easily adapted to companies and could permit them to assess in a shared framework their impact. So, the practical implications are potentially large. Social implications One of the seven dimensions of impact is the social impact of the organisation and indeed the implications are significant in the social field. Originality/value To the best of the authors’ knowledge, the transfer of a process of impact measurement from the educational sector to companies is studied for the first time.

Social impact measurement: why do stakeholders matter?

2016 ◽  
Vol 7 (1) ◽  
pp. 99-124 ◽  
Author(s):  
Ericka Costa ◽  
Caterina Pesci
Keyword(s):  
Social Impact ◽  
Performance Standards ◽  
Social Enterprises ◽  
Standard Approach ◽  
Impact Measurement ◽  
Content Type ◽  
The Social ◽  
Golden Standard ◽  
New Perspective ◽  
Corporate Social

Purpose – This paper aims to discuss the notion of social impact of social impact measurement in social enterprises by supporting the multiple-constituency theory as a contribution to this under-theorised issue. Moreover, the paper proposes the stakeholder-based approach as the most appropriate solution for selection among metrics related to the growing number of social impact measurements. Design/methodology/approach – The paper proposes a review of social impact measurement studies by considering contributions from both academia and practitioners, while providing a reassessment and conceptualisation of this issue in terms of the multiple-constituency theory. Findings – The paper criticises the “golden standard approach” to social impact measurement according to which social enterprises have to find one standardised metric capable of determining an organisation’s real impact. The golden standard approach promotes a more “political view” of social enterprises, according to which multiple stakeholders set performance standards based on their viewpoints regarding the measurement’s purposes. Research limitations/implications – The paper responds to the urgent call to define a theoretical framework that might guide social impact measurement, seeking to avoid the current lack of order and transparency in existing practices that could serve as a vehicle for camouflaging corporate social un-sustainability. Originality/value – The multiple-constituency approach should discourage organisations from opportunistically selecting a social impact measurement with the sole purpose of proving a higher impact, as, within the proposed new perspective, social impact metrics are no longer managed independently by the social enterprises themselves. Instead, these metrics are defined and constructed with the stakeholders. As a result, social enterprises’ manipulative intentions should diminish.

How impact measurement devices act: the performativity of theory of change, SROI and dashboards

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Katherine Ruff
Keyword(s):  
Social Impact ◽  
Theory Of Change ◽  
Impact Measurement ◽  
Data Set ◽  
Content Type ◽  
The Social ◽  
Measurement Devices ◽  
The Impact ◽  
Practical Implications

Purpose This study aims to examine the role of devices in assessing the social impact of an organization. The study examines the effects of device and analyst expertise on the contents and conclusions of the report. Design/methodology/approach Six impact reports based on the same data from the same organization were compared to each other, to the charity data and to the devices used. Specific attention is paid to the role of the device’s sociomaterial form and discursive entanglements. Findings The six reports assessed the impact differently from each other and in ways that were consistent with the devices used. The devices performatively reconfigured the charity in impact reports through a series of omissions and misrepresentations which could be traced to the discourses hardwired into the devices themselves. The devices did not simply present the same impact assessment to different audiences or for different purposes, but (mis)represented the charity in specific ways aligned with the discursive entanglements. Research limitations/implications The performativity of sociomaterial impact devices has implications for how researchers approach the study of impact measurement. Practical implications In this study, faithful adherence to an impact device led to greater omissions and misrepresentations than less expert impact assessments. Analysts should be supported to identify biases in their devices and be aware of sorts of omissions and misrepresentations that may result. Faithful adherence may not be the mark of rigorous analysis. Originality/value Performativity of impact measurement devices is explored with a unique data set.

How social entrepreneurs focus on maximizing value to communities

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Social Entrepreneurship ◽  
Design Methodology ◽  
Reading Time ◽  
Social Enterprises ◽  
Social Value ◽  
Social Entrepreneurs ◽  
Content Type ◽  
The Social ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper examines coopetition strategies for social enterprises. The study's coopetition framework consists of four strategic stages: (1) a social incubator inducing coopetition between social enterprises; (2) coopetition boosting market performance; (3) coopetition emerging naturally from social enterprises' activities; and (4) a coopetition framework for social entrepreneurship being formed. These strategies demonstrate that social enterprises want to increasingly cooperate, but also have to compete with each other for volunteers and to make their products stand out. Ultimately, this balanced coopetition is what maximizes the social value that these enterprises supply to communities. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Challenges to measuring social value creation through social impact assessments: the case of RVA Works

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Balashankar Mulloth ◽  
Stefano Rumi
Keyword(s):  
Value Creation ◽  
Real World ◽  
Social Enterprise ◽  
Social Impact ◽  
Social Value ◽  
Impact Measurement ◽  
Social Entrepreneurs ◽  
Content Type ◽  
Social Value Creation

PurposeDespite the prevalence of academic literature debating and proposing competing conceptions of social value creation through socially driven enterprises, there is a lack of empirical studies on established impact measurement methodologies in the context of real-world ventures. The purpose of this paper is to illustrate a structured process of conducting social impact assessments (SIAs) through the real-world case of Richmond, Virginia Works Enterprise Support (RVA Works), a social enterprise in Richmond, Virginia, that provides educational programming on small business ownership to minorities and lower-income individuals.Design/methodology/approachThis qualitative research study incorporates an in-depth case study methodology. Evidence was collected through interpretive/qualitative interviews and direct observations by the researchers.FindingsUsing the example of RVA Works, the authors show that there is a lack of standardization and guidance for social entrepreneurs in choosing methods to assess their organizational performance, and that leading conceptions of social impact continue to face key weaknesses in their methodologies.Practical implicationsBy incorporating a qualitative case study approach, the authors present a real-world study of a social enterprise – specifically a microenterprise development organization – that may serve as a valuable example to social entrepreneurs and not-for-profit leaders facing similar challenges of social value creation and impact measurement.Originality/valueIn studying the experience of conducting SIAs by social enterprises, the authors illustrate the real-world challenges faced by entrepreneurs in applying theoretical conceptions of social value to the outcomes of their ventures, thus illustrating a need for additional clarity and discussion around a more comprehensive, standardized and broadly applicable measurement approach.

How do social responsibility and social entrepreneurship generate value creation in pandemics?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rui Silva ◽  
Margarida Rodrigues ◽  
Mário Franco ◽  
Cidália Oliveira ◽  
Nuno Sousa
Keyword(s):  
Social Responsibility ◽  
Social Entrepreneurship ◽  
Social Impact ◽  
Well Being ◽  
Self Determination ◽  
Social Entrepreneurs ◽  
Content Type ◽  
The Social ◽  
Multiple Case ◽  
High Degree

Purpose Using self-determination theory and individual social responsibility’s (ISRs) association with pure social entrepreneurship, this study aims to answer the following question: How and why have the different actors responded to the crisis caused by the pandemic? Design/methodology/approach Qualitative research (multiple case studies) was adopted, resorting to interviewees with seven economic and non-economic actors in the Portugal context. Findings The results obtained, using MAXQDA software, show that those carrying out actions of social responsibility have a high degree of self-determination and intrinsic motivation, and are true social entrepreneurs, which lets them improve the well-being of those around them. In addition, these individuals feel good about themselves by performing these actions, as they measure their performance by the social impact of their actions on society in general. Practical implications This study suggest there is a high awareness amongst people to exercise that responsibility in a voluntary way, through humanitarian initiatives and campaigns brought about especially by an unprecedented pandemic. In practice, people joining these initiatives motivate many others towards the causes, creating the will to continue in the future and satisfy unmet needs provoked by social crises. Originality/value This study is innovative because it is related to filling the gaps identified, mainly by carrying out an empirical study about ISR, rather than that of firms, where studies are more common.

Perspectives on social impact measurement and non-profit organisations

2016 ◽  
Vol 34 (1) ◽  
pp. 80-98 ◽  
Author(s):  
Michael Jay Polonsky ◽  
Stacy Landreth Grau ◽  
Sharyn McDonald
Keyword(s):  
Social Impact ◽  
Objective Assessment ◽  
International Perspective ◽  
Impact Measurement ◽  
Content Type ◽  
Non Profit ◽  
True Value ◽  
The Social ◽  
The Usa ◽  
Depth Interviews

Purpose – Acknowledgement of the social impact created by organisations has become an increasingly frequent discussion among practitioners. The importance of such value creation cannot be understated, yet in an increasingly competitive funding environment, the need to articulate “true” value is paramount. The purpose of this paper is to examine how Australian and US managers of non-profit organisations (NPOs) and foundations view the measurement of the social impact of NPOs. Design/methodology/approach – The paper includes 19 in-depth interviews of non-profit professionals in the USA and Australia. Respondents included non-profit managers, foundation managers and consultants in both countries. Findings – The in-depth interviews found that in both countries respondents generally agreed that objective measures of impact are desirable, but recognised the difficulties in developing objective assessment frameworks enabling comparisons across the non-profit sector. These difficulties, as well as the implications for developing assessments of social value for NPOs, are discussed. This paper demonstrates that there is an opportunity to reposition reporting expectations. The NPO sector can pool together and build on each other’s strengths and market their outcomes as a collective entity. A sector-wide approach provides potential for much needed within-sector mentoring and will showcase the rich and varied outcomes generated by NPOs. Originality/value – This research compares viewpoints in two Western countries, thus offering at least an exploratory examination of social impact assessment from an international perspective. Additionally, this research shows commonalities in terms of what is valued and what is most difficult for non-profits when determining social impact.

Strategic marketing approaches impact on social enterprises

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Leandro da Silva Nascimento ◽  
Fernanda Kalil Steinbruch ◽  
Daniel Max de Sousa Oliveira ◽  
Júlio César da Costa Júnior ◽  
Fernando Bins Luce
Keyword(s):  
Value Creation ◽  
Social Entrepreneurship ◽  
Design Methodology ◽  
Social Impact ◽  
Social Enterprises ◽  
Strategic Marketing ◽  
Content Type ◽  
Social Value Creation ◽  
Advance Knowledge ◽  
Practical Implications

PurposeDue to social enterprises' (SEs) relevance to social value creation, marketing increases its attention to these hybrid organizations. However, there is no consensus on how strategic marketing can improve SE performance. Thus, this paper aims to discuss how commercial, social and societal strategic marketing approaches relate to compensatory and transformative social entrepreneurship scopes to improve SE performance.Design/methodology/approachThis paper is conceptual. We hold discussions and raise reflections to advance knowledge on both marketing and social entrepreneurship fields, more precisely by intertwining them.FindingsWe develop a conceptual model for adapting three strategic marketing approaches to compensatory and transformative SEs. We argue that SEs have three types of performances: commercial, social and societal. Social and commercial strategic marketing are essential for SEs acting in compensating local failures of capitalism. Societal and commercial strategic marketing are essential for SEs focused on transformative actions to changing global system. Such relations can leverage social impact, which we conceptualize as compensatory or transformative.Practical implicationsThe model contributes to improvements on strategic marketing decisions by marketers and entrepreneurs in social entrepreneurship.Originality/valueWe propose a decomposition of strategic marketing into three approaches: commercial, social and societal, which constitutes a novelty to the field. This can facilitate management of SEs with different actions and performances, whether at local or international levels.

The future of social entrepreneurship: modelling and predicting social impact

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nur Azreen Zulkefly ◽  
Norjihan Abdul Ghani ◽  
Christie Pei-Yee Chin ◽  
Suraya Hamid ◽  
Nor Aniza Abdullah
Keyword(s):  
Prediction Model ◽  
Social Entrepreneurship ◽  
Social Impact ◽  
Naive Bayes ◽  
Social Impacts ◽  
Social Entrepreneurs ◽  
Content Type ◽  
Impact Prediction ◽  
The Social ◽  
The Future

PurposePredicting the impact of social entrepreneurship is crucial as it can help social entrepreneurs to determine the achievement of their social mission and performance. However, there is a lack of existing social entrepreneurship models to predict social enterprises' social impacts. This paper aims to propose the social impact prediction model for social entrepreneurs using a data analytic approach.Design/methodology/approachThis study implemented an experimental method using three different algorithms: naive Bayes, k-nearest neighbor and J48 decision tree algorithms to develop and test the social impact prediction model.FindingsThe accurate result of the developed social impact prediction model is based on the list of identified social impact prediction variables that have been evaluated by social entrepreneurship experts. Based on the three algorithms' implementation of the model, the results showed that naive Bayes is the best performance classifier for social impact prediction accuracy.Research limitations/implicationsAlthough there are three categories of social entrepreneurship impact, this research only focuses on social impact. There will be a bright future of social entrepreneurship if the research can focus on all three social entrepreneurship categories. Future research in this area could look beyond these three categories of social entrepreneurship, so the prediction of social impact will be broader. The prospective researcher also can look beyond the difference and similarities of economic, social impacts and environmental impacts and study the overall perspective on those impacts.Originality/valueThis paper fulfills the need for the Malaysian social entrepreneurship blueprint to design the social impact in social entrepreneurship. There are none of the prediction models that can be used in predicting social impact in Malaysia. This study also contributes to social entrepreneur researchers, as the new social impact prediction variables found can be used in predicting social impact in social entrepreneurship in the future, which may lead to the significance of the prediction performance.

Social entrepreneurial sustainability during the COVID-19 pandemic

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammed Faiz Kamaludin ◽  
Jesrina Ann Xavier ◽  
Muslim Amin
Keyword(s):  
Business Processes ◽  
Social Innovation ◽  
Secondary Data ◽  
Social Enterprises ◽  
Structured Interviews ◽  
Social Entrepreneurs ◽  
Content Type ◽  
Sustainable Solutions ◽  
Entrepreneurial Strategies ◽  
Practical Implications

Purpose The purpose of this paper is to explore and understand the needed entrepreneurial actions required to attain sustainability during the COVID-19 pandemic. Social entrepreneurial sustainability is defined as the process of developing sustainable solutions for social, economic or environmental problems that are not being addressed by the market. This paper intends to get a clearer picture of how social entrepreneurial sustainability is affected by the exogenous shocks caused by the pandemic. Design/methodology/approach A qualitative exploratory approach using a case study design was used. Semi-structured interviews with five CEOs and founders of accredited social enterprises in Malaysia that have proven sustainable were conducted. Triangulation was applied in this study through three different data sources to confirm and validate the emerging findings. Findings The findings reveal various innovative revenue-generating activities and business processes taken by social entrepreneurs to be sustainable during the COVID-19 pandemic, such as pivoting and forging new partnerships. Themes such as technical innovation and social innovation are critical concepts that need to be differentiated and understood. The introduction of a new construct termed “mission agility” will be of significant interest to academicians studying social entrepreneurship and sustainability. Practical implications The practical implications of this study suggest that if social enterprises implement the recommended strategies, they may achieve both short-term and long-term social entrepreneurial sustainability during the pandemic crisis and progressively into the post-pandemic era. Originality/value This study is unique by using two methods of data collection. By providing vital empirical evidence through primary and secondary data, the paper will offer robust findings and proposes recommendations on entrepreneurial strategies to foster the recovery and sustainability of social enterprises during the COVID-19 pandemic.

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