TY - JOUR A1 - Mair, Johanna A1 - Markman, Gideon A1 - Russo, Michael A1 - Lumpkin, G.T. A1 - Jennings, P. Devereaux T1 - Entrepreneurship as a Platform for Pursuing Multiple Goals: A Special Issue on Sustainability, Ethics, and Entrepreneurship JF - Journal of Management Studies N2 - 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. KW - entrepreneurship KW - ethics KW - sustainability Y1 - 2016 U6 - https://doi.org/10.1111/joms.12214 SN - 1467-6486 VL - 53 IS - 5 SP - 673 EP - 694 ER - TY - JOUR A1 - Mair, Johanna A1 - Stephan, Ute A1 - Patterson, Malcolm A1 - Kelly, Ciara T1 - Organizations driving positive social change : A review and an integrative framework of change processes JF - Journal of Management N2 - 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. KW - sustainability KW - positive organizational behavior KW - corporate social responsibility KW - social entrepreneurship KW - base of the pyramid KW - social issues in management KW - managing change Y1 - 2016 UR - https://nbn-resolving.org/urn:nbn:de:kobv:b1570-opus4-21722 U6 - https://doi.org/10.1177/0149206316633268 SN - 0149-2063 VL - 42 IS - 5 SP - 1250 EP - 1281 ER - TY - JOUR A1 - Mair, Johanna A1 - Venkataraman, Hemalatha A1 - Vermeulen, Patrick A1 - Raaijmakers, Aafke T1 - Market Meets Community: Institutional Logics as Strategic Resources for Development Work JF - Organization Studies N2 - 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. KW - case study KW - institutional theory KW - qualitative research design Y1 - 2016 U6 - https://doi.org/10.1177/0170840615613370 SN - 0170-8406 VL - 37 IS - 5 SP - 709 EP - 733 ER - TY - JOUR A1 - Mair, Johanna A1 - Huysentruyt, Marieke A1 - Stephan, Ute T1 - Market-Oriented and Mission-Focused: Social Enterprises around the Globe JF - Stanford Social Innovation Review N2 - Social enterprises contribute significantly to the economy, and simultaneously are fiercely social mission-driven. KW - Global Issues KW - Investment KW - Social Entrepreneurship Y1 - 2016 UR - https://ssir.org/articles/entry/market_oriented_and_mission_focused_social_enterprises_around_the_globe ER - TY - JOUR A1 - Mair, Johanna A1 - Seelos, Christian T1 - When Innovation Goes Wrong JF - Stanford Social Innovation Review N2 - Efforts by social enterprises to develop novel interventions receive a great deal of attention. Yet these organizations often stumble when it comes to turning innovation into impact. As a result, they fail to achieve their full potential. Here’s a guide to diagnosing and preventing several “pathologies” that underlie this failure. Y1 - 2016 UR - https://ssir.org/articles/entry/when_innovation_goes_wrong SN - 1542-7099 VL - 14 IS - 4 SP - 27 EP - 33 ER - TY - JOUR A1 - Mair, Johanna A1 - Wolf, Miriam A1 - Seelos, Christian T1 - Scaffolding: A Process of Transforming Patterns of Inequality in Small-Scale Societies JF - Academy of Management Journal N2 - This study advances research on organizational efforts to tackle multidimensional, complex, and interlinked societal challenges. We examine how social inequality manifests in small-scale societies, and illustrate how it inheres in entrenched patterns of behavior and interaction. Asking how development programs can be organizing tools to transform these patterns of inequality, we use a program sponsored by an Indian non-governmental organization as our empirical window and leverage data that we collected over a decade. We identify “scaffolding” as a process that enables and organizes the transformation of behavior and interaction patterns. Three interrelated mechanisms make the transformation processes adaptive and emerging alternative social orders robust: (1) mobilizing institutional, social organizational, and economic resources; (2) stabilizing new patterns of interaction that reflect an alternative social order; and (3) concealing goals that are neither anticipated nor desired by some groups. Through this analysis, we move beyond conventional thinking on unintended consequences proposed in classic studies on organizations, complement contemporary research about how organizations effect positive social change by pursuing multiple goals, and develop portable insights for organizational efforts in tackling inequality. This study provides a first link between the study of organizational efforts to alleviate social problems and the transformation of social systems. Y1 - 2016 U6 - https://doi.org/10.5465/amj.2015.0725 SN - 0001-4273 VL - 59 IS - 6 SP - 2021 EP - 2044 ER -