@misc{MairCordes, author = {Mair, Johanna and Cordes, E.}, title = {Project Impact: The affordable hearing aid project}, publisher = {IESE Business School}, address = {Barcelona}, pages = {24}, language = {en} } @misc{MairLupu, author = {Mair, Johanna and Lupu, Raluca}, title = {Citigroup: Targeting leadership in global growth}, publisher = {IESE Business School}, address = {Barcelona}, pages = {18}, language = {en} } @misc{MairSeelos, author = {Mair, Johanna and Seelos, Christian}, title = {The Sekem Initiative}, series = {Improving management}, journal = {Improving management}, publisher = {IESE Estudios y Ediciones}, isbn = {9788486851620}, pages = {269 -- 297}, language = {en} } @misc{MairSeelos, author = {Mair, Johanna and Seelos, Christian}, title = {La Iniciativa Sekem}, series = {Mejorar la gestion de empresas}, journal = {Mejorar la gestion de empresas}, publisher = {McGrawHill}, address = {Madrid}, isbn = {9788448146382}, pages = {280-309}, language = {es} } @misc{MairVerges, author = {Mair, Johanna and Verg{\´e}s, S.}, title = {Committee for Democracy in Information Technology (CDI)}, publisher = {IESE Business School}, address = {Barcelona}, pages = {18}, language = {en} } @misc{MairSeelos, author = {Mair, Johanna and Seelos, Christian}, title = {Entropy International: Enabling businesses to make a contribution to sustainable development}, publisher = {IESE Business School}, pages = {21}, abstract = {This case documents the circumstances of managing the growth phase of a start-up company. Entropy International faces the unique challenges and opportunities of social entrepreneurship but also entrepreneurship in general. Founded by a visionary environmental activist in 1996 as an environmental consulting boutique in the United Kingdom, Entropy grew with the emerging needs of large multinational corporations to publicly report on and minimise the environmental and social impacts of their operations. Entropy started out as a two-person consultancy to become the market leader in Europe, selling an integrated environmental, health and safety, quality control and reporting suite. At the time of the case (March 2003), Entropy employed 30 people and expected revenues of 1.6 million pounds for fiscal year 2003.}, language = {en} } @misc{MairSeelos, author = {Mair, Johanna and Seelos, Christian}, title = {Sekem: Liberating a Vision, an Artistic Approach to Entrepreneurship}, publisher = {IESE Business School}, pages = {21}, abstract = {This case portrays a complex set of circumstances that frames Sekem's decisions to further grow and develop the initiative along its historical path of holistic development in the social, economic and cultural spheres. The case documents the history of the initiative and lays out the major constituents and their internal and external relations. Sekem was founded by Ibrahim Abouleish, an Egyptian who had been living, studying and working in Austria prior to his return to Egypt in 1977, the year he established Sekem. Literally starting from nothing, ie, a piece of desert land north of Cairo, Abouleish showed tremendous resourcefulness, creativity, and perseverance. Driven by a strong belief in his personal mission, Abouleish built up the Sekem initiative that in 2003 consisted of three main parts: the Sekem group of companies, the Egyptian Society for Cultural Development and the Co-operative of Sekem Employees, together employing more than 2,000 people. Sekem was also a hub managing a large network of associated farmers and companies within Egypt and abroad. It also ran a medical centre for the local community, a kindergarten, primary and secondary schools, an adult training centre, special needs education programmes, and an academy for applied arts and sciences. In 2003, Abouleish won the Right Livelihood Award, also known as the 'Alternative Nobel Prize', in recognition of Sekem being the blueprint of the organisation of the 21st century. Abouleish has also received an award as an 'outstanding social entrepreneur' from the Schwab Foundation of the World Economic Forum. Abouleish's objective was to heal Egyptian society from the wounds of the past and to initiate holistic development able to create economic, social and cultural value in a sustainable manner.}, language = {en} } @misc{MairFarmer, author = {Mair, Johanna and Farmer, Matthew}, title = {Zurich Financial Services (UKISA) India Programme : Creating Value Through Corporate Community Involvement}, publisher = {IESE Business School}, pages = {26}, abstract = {This case describes the evolution of a community affairs initiative called the India Programme, run by the Zurich Financial Services (UKISA) Community Trust. ZFS (UKISA) is UK-based and specialises in general insurance and life assurance. It is part of the Zurich Financial Services group of companies, headquartered in Switzerland, and was formed in 2000 after the completion of the merger between Zurich Insurance of Switzerland and the UK-based insurance operations of BAT Industries - Allied Dunbar and Eagle Star. The case explores how an initiative with a social objective (the India Programme) comes into being within a large organisation and is subsequently developed. It describes how external events such as the merger affect the development of the programme and offers the potential to explore how the mechanics of the initiative can be changed to fit with company strategy. The case also examines how a company can create economic value through a social initiative and how to manage the twin objectives of social value creation and economic value creation over the longer term. As an example of an initiative that combines social and economic value creation, the case can be used to illustrate a range of issues within the fields of corporate social responsibility, social entrepreneurship and community affairs management. It also deals with interesting human resources and talent development issues.}, language = {en} } @misc{MairLupu, author = {Mair, Johanna and Lupu, Raluca}, title = {Merger of Three. The Integration of Allianz, AGF and Athena in Spain}, publisher = {IESE Business School}, abstract = {At the end of 1997 Allianz, the German insurance group, acquired AGF, a key player in the French market. With this move Allianz not only reinforced its strategy of multilocality, but also added momentum to the ongoing consolidation process in the European and global insurance sector. In the course of the merger implementation process several issues appeared; among the most prominent, the integration of existing businesses (subsidiaries) in other than the domestic markets. This case series focuses on the Spanish market and illustrates Allianz's endeavor to integrate 3 previously autonomous and organizationally and strategically distinct subsidiaries (Allianz-Ras, AGF-Union F{\´e}nix, Athena).}, language = {en} } @article{MairSeelosBorwankar, author = {Mair, Johanna and Seelos, Christian and Borwankar, Anjaney}, title = {Emprendedores sociales y desarrollo sostenible}, series = {Iniciativa Emprendedora}, volume = {43}, journal = {Iniciativa Emprendedora}, pages = {7 -- 13}, language = {es} } @article{Mair, author = {Mair, Johanna}, title = {El comportamiento emprendedor en las grandes empresas: Explorando los factores clave}, series = {Iniciativa Emprendedora}, volume = {37}, journal = {Iniciativa Emprendedora}, pages = {21 -- 37}, language = {es} } @article{Mair, author = {Mair, Johanna}, title = {Mandos intermedios con iniciativa. Un estudio emp{\´i}rico de su comportamiento emprendedor}, series = {Iniciativa Emprendedora y Empresa Familiar}, volume = {36}, journal = {Iniciativa Emprendedora y Empresa Familiar}, pages = {37 -- 43}, language = {es} } @misc{MairFruechtnicht, author = {Mair, Johanna and Fruechtnicht, Mark}, title = {A Puma vs. Giants: The Rise of David}, publisher = {IESE Business School}, language = {en} } @misc{MairMitchell, author = {Mair, Johanna and Mitchell, Jordan}, title = {Waste Concern : Turning a Problem Into a Resource}, publisher = {IESE Business School}, pages = {22}, language = {en} } @misc{MairGanly, author = {Mair, Johanna and Ganly, Kate}, title = {The Bertelsmann Richard Mohn Fellowship: CSR as cultural exchange}, publisher = {IESE Business School}, pages = {26}, language = {en} } @misc{MairSchoen, author = {Mair, Johanna and Schoen, Oliver}, title = {New Model for the Pharmaceutical Industry: The Institute for OneWorld Health}, publisher = {IESE Business School}, pages = {33}, abstract = {This case introduces the Institute of OneWorld Health (IOWH), a company dedicated to producing drugs for neglected diseases and the first non-profit pharmaceutical company in the world. Founded in 2000 by Dr Victoria Hale, IOWH took expired and donated patent compounds and developed them through all the stages of clinical testing and approval into drugs to fight the world's most destructive diseases, usually occurring in Third World countries where perceived profitable markets did not yet exist. By 2004 IOWH was at the stage of presenting its first Phase 3 Clinical Trial results for Paromomycin, a drug developed for Visceral Leishmaniasis, which kills as many as 200,000 people each year in India, Bangladesh, Sudan, Brazil, and Nepal. Its next task was to form partnerships with other organisations to manufacture and distribute the drug; the case focuses on Dr Hale's strategy for IOWH going forward, with particular reference to its core competencies and mission. The case encourages students to consider other models with similar aims and to observe how social entrepreneurs such as Dr Hale endeavour to overcome the market failures that exist for basic health care in the world's least developed countries.}, language = {en} } @misc{MairColes, author = {Mair, Johanna and Coles, J.}, title = {The Freeplay Energy Group and Foundation}, publisher = {IESE Business School}, address = {Spain}, pages = {22}, language = {en} } @incollection{MairGanly, author = {Mair, Johanna and Ganly, Kate}, title = {Social Entrepreneurs: Innovating towards sustainability}, series = {State of the World 2010: Transforming Cultures: From Consumerism to Sustainability}, booktitle = {State of the World 2010: Transforming Cultures: From Consumerism to Sustainability}, publisher = {W W Norton \& Co Inc}, isbn = {039333726X, 978-0393337266}, pages = {103 -- 109}, language = {en} } @article{SeelosMair, author = {Seelos, Christian and Mair, Johanna}, title = {Eine lohnende Investition mit ungewissem Ausgang}, series = {Neue Caritas}, volume = {17}, journal = {Neue Caritas}, pages = {9 -- 13}, abstract = {Innovation in sozialen Organisationen bedeutet vor allem eines nicht: die Garantie auf eine schnelle L{\"o}sung von Problemen. Vielmehr ist Innovation ein Prozess, der das Lernpotenzial des Unternehmens steigert und damit auch den gewollten Mehrwert generiert.}, language = {de} } @article{SeelosMair, author = {Seelos, Christian and Mair, Johanna}, title = {Innovation and Scale: A Tough Balancing Act}, series = {Stanford Social Innovation Review}, volume = {Spring 2013}, journal = {Stanford Social Innovation Review}, number = {Special Supplement: Innovation for a Complex World}, pages = {12 -- 14}, language = {en} } @article{SeelosMair, author = {Seelos, Christian and Mair, Johanna}, title = {Innovation Is Not the Holy Grail}, series = {Stanford Social Innovation Review}, volume = {Fall 2012}, journal = {Stanford Social Innovation Review}, pages = {45 -- 49}, language = {en} } @misc{MairHehenberger, author = {Mair, Johanna and Hehenberger, Lisa}, title = {Escuela Nueva Foundation (ENF): Scaling a model of education}, organization = {Escuela Nueva Foundation}, language = {en} } @article{DaskalakiHjorthMair, author = {Daskalaki, Maria and Hjorth, Daniel and Mair, Johanna}, title = {Are Entrepreneurship, Communities, and Social Transformation Related?}, series = {Journal of Management Inquiry}, volume = {24}, journal = {Journal of Management Inquiry}, number = {4}, doi = {10.1177/1056492615579012}, pages = {419 -- 423}, abstract = {This article explores new forms of organizing (and organization creation) in relation to entrepreneurship and social transformation. In particular, in the dialogue that follows in this issue, we initiate a discussion regarding the ways through which social transformation is or can be related to community action and public and/or social entrepreneurship. By focusing on socioeconomic environments in flux, we suggest that emerging alternative initiatives are not simply oppositional, resistance forces, but new organizing assemblages that co-constitute new social realities that urgently need to be actualized. We conclude the article with a number of theoretical propositions, which as we suggest, instigate the study of embedded and socially transformative organizing.}, language = {en} } @article{EbrahimBattilanaMair, author = {Ebrahim, Alnoor and Battilana, Julie and Mair, Johanna}, title = {The Governance of Social Enterprises: Mission drift and accountability challenges in hybrid organizations}, series = {Research in Organizational Behavior}, volume = {34}, journal = {Research in Organizational Behavior}, doi = {10.1016/j.riob.2014.09.001}, pages = {81 -- 100}, abstract = {We examine the challenges of governance facing organizations that pursue a social mission through the use of market mechanisms. These hybrid organizations, often referred to as social enterprises, combine aspects of both charity and business at their core. In this paper we distinguish between two ideal types of such hybrids, differentiated and integrated, and we conceptualize two key challenges of governance they face: accountability for dual performance objectives and accountability to multiple principal stakeholders. We revisit the potential and limitations of recently introduced legal forms to address these challenges. We then theorize about the importance of organizational governance and the role of governing boards in particular, in prioritizing and aligning potentially conflicting objectives and interests in order to avoid mission drift and to maintain organizational hybridity in social enterprises. Finally, we discuss future research directions and the implications of this work for rethinking traditional categories of organizations, namely business and charity.}, language = {en} } @article{MairHehenberger, author = {Mair, Johanna and Hehenberger, Lisa}, title = {Front-Stage and Backstage Convening: The Transition from Opposition to Mutualistic Coexistence in Organizational Philanthropy}, series = {Academy of Management Journal}, volume = {57}, journal = {Academy of Management Journal}, number = {4}, pages = {1174 -- 1200}, abstract = {Actors who support dissimilar institutional models can overcome conflict and move toward mutually beneficial coexistence. To see how, we studied the emergence of venture philanthropy, a rationalized approach to organizational philanthropy in Europe. Our analysis leverages multiple sources of data and focuses on field-configuring events as settings for interactions. We show how convening—bringing together dissimilar actors—in different types of events creates relational spaces for negotiation over institutional models, their practices, and their underlying assumptions. Front-stage interactions in public spaces are important in making models accessible to a broad audience, whereas backstage interactions in protected spaces allow models to be deconstructed. Our findings show that the interplay between front stage and backstage enables the reframing of institutional models by refining the constituent practices, which neutralizes opposition and facilitates joint courses of action. Our results contrast with popular accounts of competing institutional logics, advance organizational research on the role of events in field trajectories, and expose the collective rationalization of giving.}, language = {en} } @article{UzoMair, author = {Uzo, Uchenna and Mair, Johanna}, title = {Source and Patterns of Organizational Defiance of Formal Institutions: Insights from Nollywood, the Nigerian Movie Industry}, series = {Strategic Entrepreneurship Journal}, volume = {8}, journal = {Strategic Entrepreneurship Journal}, number = {1}, pages = {56 -- 74}, abstract = {We extend research on informal economic activity and investigate why organizations adopt informal rules when formal ones exist and how and why patterns of defiance vary across organizations. We build on data from an in-depth study of four organizations operating in the Nigerian movie industry. We identify ambiguity of formal institutions as a major source of organizational defiance. We also find that the organization's domain of embeddedness mediates the relationship between institutional ambiguity and organizational defiance. According to our analysis, the rationale for organizing propelled by the dominant domain of embeddedness affects whether organizations consistently or selectively defy ambiguous formal rules. Our findings highlight the importance of the interplay between institutional and organizational dynamics in understanding informality within an economy.}, language = {en} } @article{TobiasMairBarbosaLeiker, author = {Tobias, Jutta M. and Mair, Johanna and Barbosa-Leiker, Celestina}, title = {Toward a theory of transformative entrepreneuring: Poverty reduction and conflict resolution in Rwanda's entrepreneurial coffee sector}, series = {Journal of Business Venturing}, volume = {28}, journal = {Journal of Business Venturing}, number = {6}, doi = {10.1016/j.jbusvent.2013.03.003}, pages = {728 -- 742}, abstract = {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.}, language = {en} } @article{MoschieriMair, author = {Moschieri, Caterina and Mair, Johanna}, title = {Managing divestitures through time - expanding current knowledge}, series = {Academy of Management Perspectives}, volume = {26}, journal = {Academy of Management Perspectives}, number = {4}, pages = {35 -- 50}, abstract = {Although most existing literature has focused on the motives and consequences of divestitures, we have little more than anecdotal evidence illustrating their design and implementation. Even less is known about the evolution of divestitures, especially when parent companies retain a relationship with the divested unit. Using a multi-method approach that blends quantitative analysis with insights from field research, this study analyzes how and why companies structure and implement divestitures. The resulting framework provides new insights for strategy scholars on how divestitures can be used to shape corporate strategies and our understanding of multi-business companies.}, language = {en} } @article{MairBattilanaCardenas, author = {Mair, Johanna and Battilana, Julie and C{\´a}rdenas, Julian}, title = {Organizing for Society: A Typology of Social Entrepreneuring Models}, series = {Journal of Business Ethics}, volume = {111}, journal = {Journal of Business Ethics}, number = {3}, doi = {10.1007/s10551-012-1414-3}, pages = {353 -- 373}, abstract = {In this article, we use content and cluster analysis on a global sample of 200 social entrepreneurial organizations to develop a typology of social entrepreneuring models. This typology is based on four possible forms of capital that can be leveraged: social, economic, human, and political. Furthermore, our findings reveal that these four social entrepreneuring models are associated with distinct logics of justification that may explain different ways of organizing across organizations. This study contributes to understanding social entrepreneurship as a field of practice and it describes avenues for theorizing about the different organizational approaches adopted by social entrepreneurs.}, language = {en} } @article{MairMartiVentresca, author = {Mair, Johanna and Mart{\´i}, Ignasi and Ventresca, Marc J.}, title = {Building Inclusive Markets in Rural Bangladesh: How Intermediaries Work Institutional Voids}, series = {Academy of Management Journal}, volume = {55}, journal = {Academy of Management Journal}, number = {4}, pages = {819 -- 850}, abstract = {Much effort goes into building markets as a tool for economic and social development; those pursuing or promoting market building, however, often overlook that in too many places social exclusion and poverty prevent many, especially women, from participating in and accessing markets. Building on data from rural Bangladesh and analyzing the work of a prominent intermediary organization, we uncover institutional voids as the source of market exclusion and identify two sets of activities—redefining market architecture and legitimating new actors—as critical for building inclusive markets. We expose voids as analytical spaces and illustrate how they result from conflict and contradiction among institutional bits and pieces from local political, community, and religious spheres. Our findings put forward a perspective on market building that highlights the on-the-ground dynamics and attends to the institutions at play, to their consequences, and to a more diverse set of inhabitants of institutions.}, language = {en} } @incollection{SeelosMairBattilanaetal., author = {Seelos, Christian and Mair, Johanna and Battilana, Julie and Dacin, M. Tina}, title = {The embeddedness of social entrepreneurship: Understanding variation across geographic communities}, series = {Communities and Organizations}, volume = {33}, booktitle = {Communities and Organizations}, editor = {Lounsbury, Michael}, edition = {Research in the Sociology of Organizations}, isbn = {978-1-78052-284-5}, issn = {0733-558X}, pages = {333 -- 363}, abstract = {Social enterprise organizations (SEOs) arise from entrepreneurial activities with the aim of achieving social goals. SEOs have been identified as alternative and/or complementary to the actions of governments and international organizations to address poverty and poverty-related social needs. Using a number of illustrative cases, we explore how variation of local institutional mechanisms shapes the local "face of poverty" in different communities and how this relates to variations in the emergence and strategic orientations of SEOs. We develop a model of the productive opportunity space for SEOs as a basis of and an inspiration for further scholarly inquiry.}, language = {en} } @article{MoschieriMair, author = {Moschieri, Caterina and Mair, Johanna}, title = {Adapting for innovation: including divestitures in the debate}, series = {Long Range Planning}, volume = {44}, journal = {Long Range Planning}, number = {1}, issn = {0024-6301}, pages = {4 -- 25}, abstract = {Existing literature argues that divested units are unwanted and poor performers - yet evidence suggests that companies do divest well performing units, and often retain a relationship with them, especially in the quest for innovation. This article presents an exploratory case study to examine how a company structures the divestiture of an innovative unit and how it can benefit from the innovation the unit generates. The analysis focuses on how an established company can use divestiture as a strategy to enhance the innovation of its units, and capture its value, by structuring, maintaining and nurturing a special relationship with the unbundled unit. Under new organizational arrangement, resources can be transferred from the parent to the unit, while the parent retains access to the innovation developed within the unit. This study proposes a framework that offers corporate change agents and strategists a new perspective on how to integrate innovation and corporate strategy.}, language = {en} } @article{Mair, author = {Mair, Johanna}, title = {Social entrepreneurship: On origins and future of a concept}, series = {Planning Administration}, volume = {34}, journal = {Planning Administration}, number = {3}, pages = {31 -- 37}, language = {en} } @misc{HockertsMairRobinson, author = {Hockerts, Kai and Mair, Johanna and Robinson, Jeffrey}, title = {Values and Opportunities in Social Entrepreneurship}, editor = {Hockerts, Kai and Mair, Johanna and Robinson, Jeffrey}, publisher = {Palgrave Macmillan}, address = {Basingstoke}, isbn = {9780230216686}, pages = {XX, 297}, abstract = {Over the past few years social entrepreneurship has grown as a research field. In this 3rd volume in the series, contributions explore questions of values in social entrepreneurship as well as the identification and exploitation of social venturing opportunities.}, language = {en} } @incollection{SeelosMair, author = {Seelos, Christian and Mair, Johanna}, title = {Organizational closure competencies and scaling: A realist approach to theorizing social enterprise}, series = {Social entrepreneurship and research methods}, booktitle = {Social entrepreneurship and research methods}, publisher = {Emerald Group Publishing Limited}, address = {Bingley}, isbn = {978-1-78441-142-8}, pages = {147 -- 188}, abstract = {Purpose Social entrepreneurs create novel approaches to social problems such as poverty. But scaling these approaches to the dimension of the problem can be a difficult task. In the social enterprise sector, the subject of scaling has become a key dimension of organizational performance. This chapter advances the scholarly literature on the scaling of social enterprises, a literature which is currently in an embryonic stage and characterized by conceptual ambiguity and fragmented perspectives. Methodology/Approach We engage realist philosophy of science to develop mechanism-based causal explanations of the scaling performance of social enterprises. We also develop a coding scheme to guide systematic empirical analysis and highlight the explanatory power of counterfactuals. Counterfactuals have been largely neglected in empirical research as they represent mechanisms that are enabled but remain unobservable - in a state of suppression or neutralization of their effects. Findings We question the ability of organizations to "socially engineer" desired outcomes and introduce a new construct - organizational closure competence. Anchored in realism, this construct provides a basis for productive approaches to social engineering. We elaborate on the importance of organizational closure competencies for scaling, derive a series of propositions, and develop ideas for future research and for practice. Research, Practical and Social Implications Applying a realist lens allows us to add empirical rigor to research on social enterprises and scaling. Our approach constitutes a move from rich narratives to causal models and informs the way we design and evaluate efforts to address important societal challenges. Originality/Value of Chapter This chapter demonstrates how to operationalize realist philosophy of science for causal explanations of complex social phenomena and better utilize its theoretical and practical value.}, language = {en} } @incollection{MairGanly, author = {Mair, Johanna and Ganly, Kate}, title = {Social Entrepreneurship: Innovation on Dual Frontiers}, series = {Wiley Encyclopedia of Management}, volume = {6: International Management}, booktitle = {Wiley Encyclopedia of Management}, publisher = {John Wiley \& Sons}, isbn = {9781119002352}, abstract = {Over the past two decades, social entrepreneurship as a phenomenon has gained increased momentum and is widely recognized for its potential to address social needs or problems that too often fall through the gaps of our market and governance systems. This article presents social entrepreneurship as a powerful tool to shape and change institutions and ultimately to inspire the commercial and public sectors. It is conceptualized as a process involving innovation on two levels: (i) the innovation of a new type of product, service, or structure that is created to fulfil unmet needs; and (ii) the innovation of envisioning and enacting alternative institutional arrangements. We contend that the dual nature of this type of innovation is what makes social entrepreneurship more effective than existing solutions and distinguishes it from conventional entrepreneurship. Two case studies are examined to show how social entrepreneurs kick start change by challenging taken for granted ways of doing things and demonstrating how new strategies can make a real impact. They illustrate that more sustainable solutions are possible and often provide "proof of concept" leading to the creation of new markets, new policies, and even new behaviors and attitudes.}, language = {en} } @incollection{MoschieriMair, author = {Moschieri, Caterina and Mair, Johanna}, title = {Successful Divestitures Need Proper Cultivation}, series = {Crafting and Executing Strategy: The Quest for Competitive Advantage : Concepts and Cases}, booktitle = {Crafting and Executing Strategy: The Quest for Competitive Advantage : Concepts and Cases}, publisher = {McGraw Hill Higher Education}, isbn = {9781259011801}, language = {en} } @incollection{MairSharma, author = {Mair, Johanna and Sharma, Shuchi}, title = {Performance Measurement and Social Entrepreneurship}, series = {Social Entrepreneurship and Social Business: An Introduction and Discussion with Case Studies}, booktitle = {Social Entrepreneurship and Social Business: An Introduction and Discussion with Case Studies}, publisher = {Gabler Verlag, Springer Fachmedien}, address = {Wiesbaden}, isbn = {978-3-8349-2729-3 (Print) 978-3-8349-7093-0 (Online)}, pages = {175 -- 189}, language = {en} } @incollection{RimacMairBattilana, author = {Rimac, Tomislav and Mair, Johanna and Battilana, Julie}, title = {When Social Entrepreneurs Act as Institutional Entrepreneurs: The Case of Sekem.}, series = {Using a Positive Lens to Explore Social Change and Organizations (Organization and Management)}, booktitle = {Using a Positive Lens to Explore Social Change and Organizations (Organization and Management)}, publisher = {Routledge}, isbn = {0415878861, 978-0415878869}, pages = {71 -- 89}, language = {en} } @incollection{Mair, author = {Mair, Johanna}, title = {Social Entrepreneurship: taking stock and looking ahead}, series = {Handbook of Research on Social Entrepreneurship}, booktitle = {Handbook of Research on Social Entrepreneurship}, publisher = {Edward Elgar Publishing Ltd}, isbn = {0857933302, 978-0857933300}, pages = {16 -- 33}, language = {en} } @incollection{SezgiMair, author = {Sezgi, Funda and Mair, Johanna}, title = {To Control or Not Control: A Coordination Perspective to Scaling}, series = {Scaling Social Impact: New Thinking}, booktitle = {Scaling Social Impact: New Thinking}, publisher = {Palgrave Macmillan US}, address = {New York}, isbn = {Hardcover ISBN 978-0-230-10437-2, Softcover ISBN 978-0-230-33837-1}, pages = {29 -- 44}, language = {en} } @book{MairSeelos, author = {Mair, Johanna and Seelos, Christian}, title = {Innovation and Scaling for Impact}, publisher = {Stanford University Press}, address = {Stanford}, isbn = {9780804797344}, pages = {256}, abstract = {Innovation and Scaling for Impact forces us to reassess how social sector organizations create value. Drawing on a decade of research, Christian Seelos and Johanna Mair transcend widely held misconceptions, getting to the core of what a sound impact strategy entails in the nonprofit world. They reveal an overlooked nexus between investments that might not pan out (innovation) and expansion based on existing strengths (scaling). In the process, it becomes clear that managing this tension is a difficult balancing act that fundamentally defines an organization and its impact. The authors examine innovation pathologies that can derail organizations by thwarting their efforts to juggle these imperatives. Then, through four rich case studies, they detail innovation archetypes that effectively sidestep these pathologies and blend innovation with scaling. Readers will come away with conceptual models to drive progress in the social sector and tools for defining the future of their organizations.}, language = {en} } @article{MairMarkmanRussoetal., author = {Mair, Johanna and Markman, Gideon and Russo, Michael and Lumpkin, G.T. and Jennings, P. Devereaux}, title = {Entrepreneurship as a Platform for Pursuing Multiple Goals: A Special Issue on Sustainability, Ethics, and Entrepreneurship}, series = {Journal of Management Studies}, volume = {53}, journal = {Journal of Management Studies}, number = {5}, issn = {1467-6486}, doi = {10.1111/joms.12214}, pages = {673 -- 694}, abstract = {The great challenge of sustainability is addressed by firms with varying levels of social and environmental responsibility and performance. Though traditionally, firms sought a balance, we argue that this is not enough. Rather, we advocate that the natural environment be the foundation on which society resides and the economy operates. Sustainable, ethical, entrepreneurial (SEE) enterprises are moving in this direction, seeking to regenerate the environment and drive positive societal changes rather than only minimizing harm. We also note that sustainability is justified and motivated by ethical considerations and pioneered by entrepreneurial engagement. The eight articles included in this Special Issue draw from cross-disciplinary scholarship to elaborate how SEE enterprises approach sustainability through new organizational forms, business models and innovation, and new governance mechanisms. They also emphasize the roles of institutional forces and logics, government policies and social movements for promoting or impeding sustainable practices. Collectively, they reveal new and compelling insights while spotlighting the great questions for SEE enterprise that await study.}, language = {en} } @article{MairStephanPattersonetal., author = {Mair, Johanna and Stephan, Ute and Patterson, Malcolm and Kelly, Ciara}, title = {Organizations driving positive social change : A review and an integrative framework of change processes}, series = {Journal of Management}, volume = {42}, journal = {Journal of Management}, number = {5}, issn = {0149-2063}, doi = {10.1177/0149206316633268}, url = {http://nbn-resolving.de/urn:nbn:de:kobv:b1570-opus4-21722}, pages = {1250 -- 1281}, abstract = {Academic and practitioner interest in how market-based organizations can drive positive social change (PSC) is steadily growing. This paper helps to recast how organizations relate to society. It integrates research on projects stimulating PSC—the transformational processes to advance societal well-being—that is fragmented across different streams of research in management and related disciplines. Focusing on the mechanisms at play in how organizations and their projects affect change in targets outside of organizational boundaries, we (1) clarify the nature of PSC as a process, (2) develop an integrative framework that specifies two distinct PSC strategies, (3) take stock of and offer a categorization scheme for change mechanisms and enabling organizational practices, and (4) outline opportunities for future research. Our conceptual framework differentiates between surface- and deep-level PSC strategies understood as distinct combinations of change mechanisms and enabling organizational practices. These strategies differ in the nature and speed of transformation experienced by the targets of change projects and the resulting quality (pervasiveness and durability), timing, and reach of social impact. Our findings provide a solid base for integrating and advancing knowledge across the largely disparate streams of management research on corporate social responsibility, social entrepreneurship, and base of the pyramid and open up important new avenues for future research on organizing for PSC and on unpacking PSC processes.}, language = {en} } @article{MairVenkataramanVermeulenetal., author = {Mair, Johanna and Venkataraman, Hemalatha and Vermeulen, Patrick and Raaijmakers, Aafke}, title = {Market Meets Community: Institutional Logics as Strategic Resources for Development Work}, series = {Organization Studies}, volume = {37}, journal = {Organization Studies}, number = {5}, issn = {0170-8406}, doi = {10.1177/0170840615613370}, pages = {709 -- 733}, abstract = {We investigate how an intermediary organization, PRADAN, introduces and promotes market-based activities in tribal villages as a means to improve the social and economic conditions of rural women and their families in two districts in India. We draw from the literature on institutional logics and focus on the strategies and activities of PRADAN - an NGO working in poor rural areas in Northern India - to show how PRADAN instrumentally used a market logic and a community logic to develop new social structures in these rural communities. Moreover, we show what effect this had on beneficiaries and their families and how difficult it has been to convince rural communities and gain their trust. On the basis of these findings we show how logics can be deployed as a means to alter institutional arrangements. We find that the simultaneous enactment of both community and market logics was critical in the development of new social structures (Self-Help Groups). Finally, we show how the introduction of market-based activities by PRADAN is best understood as an ongoing and staged process that strongly builds on a continuous interplay of multiple logics.}, language = {en} } @article{MairMarti, author = {Mair, Johanna and Mart{\´i}, Ignasi}, title = {Entrepreneurship in and around institutional voids: A case study from Bangladesh}, series = {Journal of Business Venturing}, volume = {24}, journal = {Journal of Business Venturing}, number = {5}, issn = {0883-9026}, doi = {10.1016/j.jbusvent.2008.04.006}, pages = {419 -- 435}, abstract = {In many developing countries those living in poverty are unable to participate in markets due to the weakness or complete absence of supportive institutions. This study examines in microcosm such institutional voids and illustrates the activities of an entrepreneurial actor in rural Bangladesh aimed at addressing them. The findings enable us to better understand why institutional voids originate and to unpack institutional processes in a setting characterized by extreme resource constraints and an institutional fabric that is rich but often at odds with market development. We depict the crafting of new institutional arrangements as an ongoing process of bricolage and unveil its political nature as well as its potentially negative consequences.}, language = {en} } @article{MairGanly, author = {Mair, Johanna and Ganly, Kate}, title = {Kleine Schritte zum institutionellen Wandel}, series = {{\"O}kologisches Wirtschaften}, volume = {24}, journal = {{\"O}kologisches Wirtschaften}, number = {2}, issn = {1430-8800}, url = {http://nbn-resolving.de/urn:nbn:de:kobv:b1570-opus4-21769}, pages = {15 -- 17}, abstract = {Die Arbeit der indischen Organisation Gram Vikas zeigt, dass Social Entrepreneurs Institutionen nicht nur ver{\"a}ndern, sondern auch neu schaffen. Diese Institutional Entrepreneurs k{\"o}nnen zentrale Akteure f{\"u}r einen institutionellen Wandel sein.}, language = {de} } @article{MairGanly, author = {Mair, Johanna and Ganly, Kate}, title = {Social Entrepreneurship as Dynamic Innovation}, series = {Innovations: Technology, Governance, Globalization}, volume = {3}, journal = {Innovations: Technology, Governance, Globalization}, number = {4}, issn = {1558-2477}, doi = {10.1162/itgg.2008.3.4.79}, pages = {79 -- 84}, language = {en} } @article{MairMoschieri, author = {Mair, Johanna and Moschieri, Caterina}, title = {Research on Corporate Divestitures : A Synthesis}, series = {Journal of Management \& Organization}, volume = {14}, journal = {Journal of Management \& Organization}, number = {4}, issn = {1833-3672}, doi = {10.1017/S1833367200003163}, pages = {399 -- 422}, abstract = {Divestitures, understood as the parent company's disposal and sale of assets, facilities, product lines, subsidiaries, divisions and business units, are emerging as a central topic of research in several areas. Yet our understanding of these operations is still limited. For example, it is still not clear whether divestitures are merely a reflection of the economic cycle, a means to correct or reverse previous strategic decisions, or a proactive strategic option. Integrating literature in finance, strategy, and organizational behavior, this paper offers a comprehensive picture of divesting modes, antecedents, mechanisms and outcomes of divestitures. It integrates empirical findings and theoretical contributions into a researchable whole, in order to identify common themes and gaps in existing research. The final objective of this analysis and review is to propose meaningful avenues for future research to improve knowledge on divestitures.}, language = {en} } @article{MairThurner, author = {Mair, Johanna and Thurner, Claudia}, title = {Going global: how middle managers approach the process in medium-sized firms}, series = {Strategic Change}, volume = {17}, journal = {Strategic Change}, number = {3-4}, issn = {1099-1697}, doi = {10.1002/jsc.818}, pages = {83 -- 99}, abstract = {Prior research has emphasized middle managers' important role in the strategy process and the benefits of their involvement, but little is known about their role in medium-sized firms and their participation in the internationalization strategy process (ISP). This article aims to fill these gaps. Our analysis of interviews conducted with the complete layer of middle managers at a medium-sized firm is intended to shed light on these issues by examining the extent and effect of middle managers' involvement in the strategy formulation phase of the ISP. The medium-sized Italian firm chosen for our sample was going through a period of radical change as it expanded its international activities beyond its cultural boundaries. We found that not all the firm's middle managers perceived themselves to be involved in formulating the internationalization strategy. The perception of involvement was dependent on ownership of the outcome of internationalization. Middle managers with revenue accountability perceived themselves to be involved in strategy formulation. Furthermore, this perception of increased involvement was tightly linked to a more opportunity-oriented attitude toward internationalization. We suggest that medium-sized firms can actively manage middle managers' attitudes and behavior toward internationalization by managing perceptions.}, language = {en} }