TY - GEN A1 - Mair, Johanna A1 - Cordes, E. T1 - Project Impact: The affordable hearing aid project KW - Competitive Analysis KW - Innovation KW - Social Entrepreneurship KW - Underdevelopment KW - Welfare Economics KW - Estados Unidos, India Y1 - 2005 UR - http://protectedpdf.iese.edu/descargas/DG-1472-E-1725891.pdf N1 - Teachning note: DGT-48-E PB - IESE Business School CY - Barcelona ER - TY - GEN A1 - Mair, Johanna A1 - Lupu, Raluca T1 - Citigroup: Targeting leadership in global growth KW - Corporate Strategy KW - Estados Unidos, México Y1 - 2013 UR - http://protectedpdf.iese.edu/descargas/DG-1439-E-1725903.pdf PB - IESE Business School CY - Barcelona ER - TY - GEN A1 - Mair, Johanna A1 - Seelos, Christian T1 - The Sekem Initiative BT - a selection of the best cases from IESE Business School T2 - Improving management Y1 - 2005 SN - 9788486851620 SP - 269 EP - 297 PB - IESE Estudios y Ediciones ER - TY - GEN A1 - Mair, Johanna A1 - Seelos, Christian T1 - La Iniciativa Sekem BT - algunos de los mejores casos de IESE T2 - Mejorar la gestion de empresas KW - Emprendedores de carácter social Y1 - 2005 SN - 9788448146382 N1 - Sekem: liberando una visión. Un enfoque artístico de la iniciativa emprendedora / IESE Business School: DG-1466 PB - McGrawHill CY - Madrid ER - TY - GEN A1 - Mair, Johanna A1 - Vergés, S. T1 - Committee for Democracy in Information Technology (CDI) KW - Entrepreneurs KW - Information Technology Y1 - 2004 UR - http://protectedpdf.iese.edu/descargas/DG-1453-E-1725974.pdf PB - IESE Business School CY - Barcelona ER - TY - GEN A1 - Mair, Johanna A1 - Seelos, Christian T1 - Entropy International: Enabling businesses to make a contribution to sustainable development N2 - 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. KW - Entrepreneurs KW - Environment KW - Social responsibility KW - Sustainable development KW - United Kingdom Y1 - 2004 PB - IESE Business School ER - TY - GEN A1 - Mair, Johanna A1 - Seelos, Christian T1 - Sekem: Liberating a Vision, an Artistic Approach to Entrepreneurship N2 - 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. KW - Social entrepreneurship KW - Strategy KW - Egypt Y1 - 2004 PB - IESE Business School ER - TY - GEN A1 - Mair, Johanna A1 - Farmer, Matthew T1 - Zurich Financial Services (UKISA) India Programme : Creating Value Through Corporate Community Involvement N2 - 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. KW - Human resources KW - Responsibility KW - Values KW - India KW - United Kingdom Y1 - 2003 PB - IESE Business School ER - TY - GEN A1 - Mair, Johanna A1 - Lupu, Raluca T1 - Merger of Three. The Integration of Allianz, AGF and Athena in Spain N2 - 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 Fénix, Athena). KW - Spain Y1 - 2003 PB - IESE Business School ER - TY - JOUR A1 - Mair, Johanna A1 - Seelos, Christian A1 - Borwankar, Anjaney T1 - Emprendedores sociales y desarrollo sostenible JF - Iniciativa Emprendedora Y1 - 2004 VL - 43 SP - 7 EP - 13 ER - TY - JOUR A1 - Mair, Johanna T1 - El comportamiento emprendedor en las grandes empresas: Explorando los factores clave JF - Iniciativa Emprendedora Y1 - 2002 VL - 37 SP - 21 EP - 37 ER - TY - JOUR A1 - Mair, Johanna T1 - Mandos intermedios con iniciativa. Un estudio empírico de su comportamiento emprendedor JF - Iniciativa Emprendedora y Empresa Familiar Y1 - 2002 VL - 36 SP - 37 EP - 43 ER - TY - GEN A1 - Mair, Johanna A1 - Fruechtnicht, Mark T1 - A Puma vs. Giants: The Rise of David KW - Risk management Y1 - 2009 PB - IESE Business School ER - TY - GEN A1 - Mair, Johanna A1 - Mitchell, Jordan T1 - Waste Concern : Turning a Problem Into a Resource Y1 - 2006 PB - IESE Business School ER - TY - GEN A1 - Mair, Johanna A1 - Ganly, Kate T1 - The Bertelsmann Richard Mohn Fellowship: CSR as cultural exchange Y1 - 2005 PB - IESE Business School ER - TY - GEN A1 - Mair, Johanna A1 - Schoen, Oliver T1 - New Model for the Pharmaceutical Industry: The Institute for OneWorld Health N2 - 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. KW - Business models KW - Growth strategy KW - Innovation KW - Leadership KW - Social entrepreneurship KW - Social responsibility KW - Underdevelopment KW - United States Y1 - 2005 PB - IESE Business School ER - TY - GEN A1 - Mair, Johanna A1 - Coles, J. T1 - The Freeplay Energy Group and Foundation KW - Strategy KW - Innovation KW - Social entrepreneurship KW - Underdevelopment KW - New technologies Y1 - 2014 UR - http://protectedpdf.iese.edu/descargas/DG-1467-E-1725877.pdf N1 - This is the first of a two-case series (DG-1467-E and DG-1501-E). PB - IESE Business School CY - Spain ER - TY - CHAP A1 - Mair, Johanna A1 - Ganly, Kate T1 - Social Entrepreneurs: Innovating towards sustainability T2 - State of the World 2010: Transforming Cultures: From Consumerism to Sustainability KW - Social Entrepreneurship KW - Sustainability Y1 - 2010 SN - 039333726X, 978-0393337266 SP - 103 EP - 109 PB - W W Norton & Co Inc ER - TY - JOUR A1 - Seelos, Christian A1 - Mair, Johanna T1 - Eine lohnende Investition mit ungewissem Ausgang JF - Neue Caritas N2 - Innovation in sozialen Organisationen bedeutet vor allem eines nicht: die Garantie auf eine schnelle Lösung von Problemen. Vielmehr ist Innovation ein Prozess, der das Lernpotenzial des Unternehmens steigert und damit auch den gewollten Mehrwert generiert. KW - Innovation Y1 - 2015 VL - 17 SP - 9 EP - 13 ER - TY - JOUR A1 - Seelos, Christian A1 - Mair, Johanna T1 - Innovation and Scale: A Tough Balancing Act JF - Stanford Social Innovation Review KW - Social Innovation KW - Scaling KW - Organizational Innovation Y1 - 2013 VL - Spring 2013 IS - Special Supplement: Innovation for a Complex World SP - 12 EP - 14 ER - TY - JOUR A1 - Seelos, Christian A1 - Mair, Johanna T1 - Innovation Is Not the Holy Grail JF - Stanford Social Innovation Review KW - Social Innovation KW - Organizational Innovation Y1 - 2012 VL - Fall 2012 SP - 45 EP - 49 ER - TY - GEN A1 - Mair, Johanna A1 - Hehenberger, Lisa T1 - Escuela Nueva Foundation (ENF): Scaling a model of education Y1 - 2010 ER - TY - JOUR A1 - Daskalaki, Maria A1 - Hjorth, Daniel A1 - Mair, Johanna T1 - Are Entrepreneurship, Communities, and Social Transformation Related? JF - Journal of Management Inquiry N2 - 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. Y1 - 2015 U6 - https://doi.org/10.1177/1056492615579012 VL - 24 IS - 4 SP - 419 EP - 423 ER - TY - JOUR A1 - Ebrahim, Alnoor A1 - Battilana, Julie A1 - Mair, Johanna T1 - The Governance of Social Enterprises: Mission drift and accountability challenges in hybrid organizations JF - Research in Organizational Behavior N2 - 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. KW - Governance KW - Accountability KW - Social enterprise KW - Nonprofit KW - Organizational hybridity Y1 - 2014 U6 - https://doi.org/10.1016/j.riob.2014.09.001 VL - 34 SP - 81 EP - 100 ER - TY - JOUR A1 - Mair, Johanna A1 - Hehenberger, Lisa T1 - Front-Stage and Backstage Convening: The Transition from Opposition to Mutualistic Coexistence in Organizational Philanthropy JF - Academy of Management Journal N2 - 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. KW - organizational philanthropy KW - institutional pluralism KW - convening KW - field-configuring events KW - interactionism Y1 - 2014 VL - 57 IS - 4 SP - 1174 EP - 1200 ER - TY - JOUR A1 - Uzo, Uchenna A1 - Mair, Johanna T1 - Source and Patterns of Organizational Defiance of Formal Institutions: Insights from Nollywood, the Nigerian Movie Industry JF - Strategic Entrepreneurship Journal N2 - 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. KW - institutional ambiguity KW - organizational defiance KW - informal economy KW - institutional complexity KW - informal institutions Y1 - 2014 VL - 8 IS - 1 SP - 56 EP - 74 ER - TY - JOUR A1 - Tobias, Jutta M. A1 - Mair, Johanna A1 - Barbosa-Leiker, Celestina T1 - Toward a theory of transformative entrepreneuring: Poverty reduction and conflict resolution in Rwanda's entrepreneurial coffee sector JF - Journal of Business Venturing N2 - 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. KW - Social entrepreneurship KW - Entrepreneuring KW - Poverty KW - Conflict KW - Rwanda Y1 - 2013 U6 - https://doi.org/10.1016/j.jbusvent.2013.03.003 VL - 28 IS - 6 SP - 728 EP - 742 ER - TY - JOUR A1 - Moschieri, Caterina A1 - Mair, Johanna T1 - Managing divestitures through time - expanding current knowledge JF - Academy of Management Perspectives N2 - 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. KW - Qualitative Orientation KW - Corporate Strategy KW - Restructuring/downsizing Y1 - 2012 VL - 26 IS - 4 SP - 35 EP - 50 ER - TY - JOUR A1 - Mair, Johanna A1 - Battilana, Julie A1 - Cárdenas, Julian T1 - Organizing for Society: A Typology of Social Entrepreneuring Models JF - Journal of Business Ethics N2 - 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. KW - Entrepreneuring KW - Organizational field KW - Social change KW - Social entrepreneurship Y1 - 2012 U6 - https://doi.org/10.1007/s10551-012-1414-3 N1 - Available as e-publication in your Hertie Library. Als elektronische Ausgabe in der Hertie Bibliothek verfügbar. VL - 111 IS - 3 SP - 353 EP - 373 ER - TY - JOUR A1 - Mair, Johanna A1 - Martí, Ignasi A1 - Ventresca, Marc J. T1 - Building Inclusive Markets in Rural Bangladesh: How Intermediaries Work Institutional Voids JF - Academy of Management Journal N2 - 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. KW - Institutional theory KW - Theoretical Perspectives KW - Entrepreneurship KW - Qualitative Orientation KW - Social issues in management Y1 - 2012 VL - 55 IS - 4 SP - 819 EP - 850 ER - TY - CHAP A1 - Seelos, Christian A1 - Mair, Johanna A1 - Battilana, Julie A1 - Dacin, M. Tina ED - Lounsbury, Michael T1 - The embeddedness of social entrepreneurship: Understanding variation across geographic communities T2 - Communities and Organizations N2 - 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. KW - Social entrepreneurship KW - Civil Society or Community Y1 - 2011 SN - 978-1-78052-284-5 SN - 0733-558X VL - 33 SP - 333 EP - 363 ET - Research in the Sociology of Organizations ER - TY - JOUR A1 - Moschieri, Caterina A1 - Mair, Johanna T1 - Adapting for innovation: including divestitures in the debate JF - Long Range Planning N2 - 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. KW - innovation KW - divestment KW - corporate strategy KW - case studies KW - companies Y1 - 2011 SN - 0024-6301 VL - 44 IS - 1 SP - 4 EP - 25 ER - TY - JOUR A1 - Mair, Johanna T1 - Social entrepreneurship: On origins and future of a concept JF - Planning Administration KW - Social entrepreneurship Y1 - 2011 VL - 34 IS - 3 SP - 31 EP - 37 ER - TY - EDBOOK A1 - Hockerts, Kai A1 - Mair, Johanna A1 - Robinson, Jeffrey ED - Hockerts, Kai ED - Mair, Johanna ED - Robinson, Jeffrey T1 - Values and Opportunities in Social Entrepreneurship N2 - 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. KW - Business Strategy/Leadership KW - Small Business KW - Entrepreneurship KW - Organization KW - Economics, general Y1 - 2010 SN - 9780230216686 PB - Palgrave Macmillan CY - Basingstoke ER - TY - CHAP A1 - Seelos, Christian A1 - Mair, Johanna T1 - Organizational closure competencies and scaling: A realist approach to theorizing social enterprise T2 - Social entrepreneurship and research methods N2 - 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. KW - Social entrepreneurship KW - scaling KW - realism KW - causal model KW - mechanism-based research Y1 - 2014 SN - 978-1-78441-142-8 SP - 147 EP - 188 PB - Emerald Group Publishing Limited CY - Bingley ER - TY - CHAP A1 - Mair, Johanna A1 - Ganly, Kate T1 - Social Entrepreneurship: Innovation on Dual Frontiers T2 - Wiley Encyclopedia of Management N2 - 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. KW - Social entrepreneurship KW - Innovation KW - institutions KW - social change KW - social innovation Y1 - 2014 SN - 9781119002352 VL - 6: International Management PB - John Wiley & Sons ER - TY - CHAP A1 - Moschieri, Caterina A1 - Mair, Johanna T1 - Successful Divestitures Need Proper Cultivation T2 - Crafting and Executing Strategy: The Quest for Competitive Advantage : Concepts and Cases Y1 - 2014 SN - 9781259011801 PB - McGraw Hill Higher Education ER - TY - CHAP A1 - Mair, Johanna A1 - Sharma, Shuchi T1 - Performance Measurement and Social Entrepreneurship T2 - Social Entrepreneurship and Social Business: An Introduction and Discussion with Case Studies KW - Entrepreneurship KW - Management KW - Business Strategy/Leadership Y1 - 2012 SN - 978-3-8349-2729-3 (Print) 978-3-8349-7093-0 (Online) SP - 175 EP - 189 PB - Gabler Verlag, Springer Fachmedien CY - Wiesbaden ER - TY - CHAP A1 - Rimac, Tomislav A1 - Mair, Johanna A1 - Battilana, Julie T1 - When Social Entrepreneurs Act as Institutional Entrepreneurs: The Case of Sekem. T2 - Using a Positive Lens to Explore Social Change and Organizations (Organization and Management) KW - Social Change KW - Social Entrepreneurship KW - Institutional Entrepreneurship Y1 - 2012 SN - 0415878861, 978-0415878869 SP - 71 EP - 89 PB - Routledge ER - TY - CHAP A1 - Mair, Johanna T1 - Social Entrepreneurship: taking stock and looking ahead T2 - Handbook of Research on Social Entrepreneurship KW - Social Entrepreneurship Y1 - 2010 SN - 0857933302, 978-0857933300 SP - 16 EP - 33 PB - Edward Elgar Publishing Ltd ER - TY - CHAP A1 - Sezgi, Funda A1 - Mair, Johanna T1 - To Control or Not Control: A Coordination Perspective to Scaling T2 - Scaling Social Impact: New Thinking KW - Social Entrepreneurship KW - Scaling KW - Control KW - Coordination Y1 - 2010 SN - Hardcover ISBN 978-0-230-10437-2, Softcover ISBN 978-0-230-33837-1 SP - 29 EP - 44 PB - Palgrave Macmillan US CY - New York ER - TY - BOOK A1 - Mair, Johanna A1 - Seelos, Christian T1 - Innovation and Scaling for Impact BT - How effective Social Enterprises do it N2 - 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. KW - Social entrepreneurship KW - Social responsibility of business KW - Nonprofit-Organization KW - Management KW - Case studies KW - India KW - Bangladesh Y1 - 2017 SN - 9780804797344 PB - Stanford University Press CY - Stanford ER - 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 - Martí, Ignasi T1 - Entrepreneurship in and around institutional voids: A case study from Bangladesh JF - Journal of Business Venturing N2 - 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. KW - Institutional entrepreneurship KW - Institutional voids KW - Bricolage KW - Development KW - Social entrepreneurship Y1 - 2009 U6 - https://doi.org/10.1016/j.jbusvent.2008.04.006 SN - 0883-9026 VL - 24 IS - 5 SP - 419 EP - 435 ER - TY - JOUR A1 - Mair, Johanna A1 - Ganly, Kate T1 - Kleine Schritte zum institutionellen Wandel JF - Ökologisches Wirtschaften N2 - Die Arbeit der indischen Organisation Gram Vikas zeigt, dass Social Entrepreneurs Institutionen nicht nur verändern, sondern auch neu schaffen. Diese Institutional Entrepreneurs können zentrale Akteure für einen institutionellen Wandel sein. KW - Social Entrepreneurship KW - India Y1 - 2009 UR - https://nbn-resolving.org/urn:nbn:de:kobv:b1570-opus4-21769 SN - 1430-8800 VL - 24 IS - 2 SP - 15 EP - 17 ER - TY - JOUR A1 - Mair, Johanna A1 - Ganly, Kate T1 - Social Entrepreneurship as Dynamic Innovation BT - Innovations Case Discussion: Freeplay Energy and Freeplay Foundation JF - Innovations: Technology, Governance, Globalization Y1 - 2008 U6 - https://doi.org/10.1162/itgg.2008.3.4.79 SN - 1558-2477 VL - 3 IS - 4 SP - 79 EP - 84 ER - TY - JOUR A1 - Mair, Johanna A1 - Moschieri, Caterina T1 - Research on Corporate Divestitures : A Synthesis JF - Journal of Management & Organization N2 - 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. KW - Carve-outs KW - Corporate strategy KW - Divestitures KW - Management buyouts KW - Restructuring KW - Spin-offs KW - Sell-offs Y1 - 2008 U6 - https://doi.org/10.1017/S1833367200003163 SN - 1833-3672 VL - 14 IS - 4 SP - 399 EP - 422 ER - TY - JOUR A1 - Mair, Johanna A1 - Thurner, Claudia T1 - Going global: how middle managers approach the process in medium-sized firms JF - Strategic Change N2 - 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. Y1 - 2008 U6 - https://doi.org/10.1002/jsc.818 SN - 1099-1697 VL - 17 IS - 3-4 SP - 83 EP - 99 ER - TY - JOUR A1 - Mair, Johanna A1 - Mitchell, Jordan T1 - Waste Concern: Turning a Problem into a Resource JF - Journal of Business Ethics Education N2 - As of September 2005, the co-founders of Waste Concern, an organisation dedicated to improving waste recycling in Bangladesh, are considering making a change to their model in order to get approval from the municipal government for a large-scale composting site. Since its inception in 1995, Waste Concern has followed a decentralised composting model whereby each composting site is a small-scale operation processing 3 tons of organic waste per day. In this model, they have relied on land and waste supply from the Dhaka City Council (DCC) municipal government. Now, they are working with Dutch-based World Wide Recycling BV (WWR) to set up a 700-ton per day composting plant, which will enable them to earn tradable certificates for US$11 per ton of reduced methane gas, making it the first in the world to garner credits through composting waste under the United Nations Clean Development Mechanism (CDM). To launch the composting site, they face the hurdle of getting DCC's approval. They have three alternatives: (1) follow through with the original plan whereby the municipality would supply both the land and waste, which entails waiting for DCC's approval; (2) purchase the land for the composting site and rely on the municipality for a waste supply; or, (3) purchase the land and take on the responsibility of waste collection themselves. In their considerations, they need to weigh the financial and social aspects and determine an appropriate structure for their organisation. Y1 - 2008 UR - http://www.neilsonjournals.com/JBEE/abstractjbee5wasteconcern.html SN - 1649-5195 VL - 5 SP - 223 EP - 246 ER - TY - JOUR A1 - Mair, Johanna A1 - Seelos, Christian T1 - Profitable business models and market creation in the context of deep poverty: A strategic view JF - Academy of Management Perspectives N2 - The bottom of the pyramid (BOP) in the global distribution of income has been promoted as a significant opportunity for companies to grow profitably. Under the BOP approach, poor people are identified as potential customers who can be served if companies learn to fundamentally rethink their existing strategies and business models. This involves acquiring and building new resources and capabilities and forging a multitude of local partnerships. However, current BOP literature remains relatively silent about how to actually implement such a step into the unknown. We use two BOP cases to illustrate a strategic framework that reduces managerial complexity. In our view, existing capabilities and existing local BOP models can be leveraged to build new markets that include the poor and generate sufficient financial returns for companies to justify investments. KW - business models KW - poverty alleviation KW - market creation Y1 - 2007 UR - https://nbn-resolving.org/urn:nbn:de:kobv:b1570-opus4-21813 U6 - https://doi.org/10.5465/AMP.2007.27895339 SN - 1558-9080 VL - 21 IS - 4 SP - 49 EP - 63 ER - TY - JOUR A1 - Mair, Johanna A1 - Martí, Ignasi A1 - Ganly, Kate T1 - Institutional voids as spaces of opportunity JF - European Business Forum N2 - The article discusses how institutional voids can be spaces of opportunity for companies. Institutional void refers to the absence of supporting institutions in certain economy. Institutions are shared conceptions and constraints that shape human interaction. They constitute the rules of the game, for doing business, for social interaction, and for human behavior in general. For motivated entrepreneurs, institutional voids is perceived as opportunities. Two examples are presented to illustrate the nature of institutional voids in Bangladesh and India. Y1 - 2007 UR - https://search.proquest.com/docview/224660584?accountid=11379 SN - 1469-6460 VL - 31 SP - 34 EP - 39 ER - TY - JOUR A1 - Mair, Johanna A1 - Martí, Ignasi T1 - Entrepreneurship for social impact: Encouraging market access in rural Bangladesh JF - Corporate Governance: The international journal of business in society N2 - Purpose – 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 aims to examine, in microcosm, such an institutional void and to illustrate the strategy and activities employed by an entrepreneurial actor in rural Bangladesh in addressing it. Design/methodology/approach – The paper is based on an in-depth case study. Data were gathered over two years from field interviews, archives, and secondary sources. Findings – The data illustrate how market access for the poorest of the poor is facilitated through the creation of platforms for participation in the economy and broader society. The authors conceptualize this process as the crafting of new institutional arrangements and as resource and institutional bricolage occurring in parallel. Practical implications – The study offers insights for development agencies, policy makers and companies on how to combat poverty, fight corruption, and stimulate social and economic change. Originality/value – The paper enriches current thinking on institutions and entrepreneurship as well as strategies for social impact. KW - Design and development KW - Entrepreneurialism KW - Organizations KW - Markets Y1 - 2007 U6 - https://doi.org/10.1108/14720700710820579 SN - 1472-0701 VL - 7 IS - 4 SP - 493 EP - 501 ER - TY - JOUR A1 - Mair, Johanna A1 - Schoen, Oliver T1 - Successful social entrepreneurial business models in the context of developing economies: An explorative study JF - International Journal of Emerging Markets N2 - Purpose – Social entrepreneurial organizations have gained in awareness and interest among researchers, yet we know relatively little about how these organizations are able to create social and economic value. This paper seeks to understand how such organizations have managed to achieve scale and sustainability in developing economies – often lacking the institutions, networks and resources required to support their growth – whilst also maintaining their focus on a social mission. Design/methodology/approach – The paper presents a comparative case analysis of three social entrepreneurial organizations based in Bangladesh, Egypt and Spain that have been widely recognized as successful. It utilizes an explorative research approach with data gathered from many sources including published and unpublished articles, existing case studies, personal interviews and internet sources. Findings – Analysis of these three business models reveals common patterns in the use of strategic resources, in their value networks, and in customer interface. The findings suggest that successful social entrepreneurial organizations: proactively create their own value networks of companies that share their social vision; develop resource strategies as an integral part of the business model; and integrate their target groups into the social value network. Research limitations/implications – There are limitations in the sampling and data analysis approach, however, this study provides a first step towards a more inclusive empirical research agenda in the future. Practical implications – The paper offers interesting insights for existing for‐profit multi‐business companies to rethink their business models, particularly for developing country contexts. Originality/value – This paper encourages managers to think beyond the creation of economic value and demonstrates how social entrepreneurs achieve sustainable growth based on building complementary networks of stakeholders and resources integrated into the value chain. It provides propositions regarding the business models of successful social entrepreneurial organizations and hopes to stimulate managerial interest in alternative business models and future empirical research which builds on these qualitative findings. KW - Entrepreneurialism KW - Business policy KW - Developing countries KW - Bangladesh KW - Egypt KW - Spain Y1 - 2007 U6 - https://doi.org/10.1108/17468800710718895 SN - 1746-8809 VL - 2 IS - 1 SP - 54 EP - 68 ER - TY - JOUR A1 - Mair, Johanna A1 - Seelos, Christian T1 - Digital democracy JF - European Business Forum N2 - Comite para Democratizacao da Informatica (CDI) is a non-political, non-profit, and non-governmental organization founded in Brazil in 1995. It aims to promote the social inclusion of less-privileged people, using information and communication technologies to teach them the basic concepts of self-esteem, citizenship and their rights as individuals. CDI executive director and founder Rodrigo Baggio's first step was to launch a campaign called "Computers for All", where companies were contacted and asked to donate used computers to the favelas. The next step was to create computer schools in the slums. In response to demand for new schools in other Brazilian states and beyond, CDI designed a "social franchise" model. The idea was to set up regional CDI offices to create new schools. Students are motivated to develop ideas that generate income and give them better employment prospects. The challenge now is for Baggio and his team to manage growth without losing the original vision of CDI. Y1 - 2006 UR - https://search.proquest.com/docview/224667272?accountid=11379 SN - 1469-6460 VL - 26 SP - 59 EP - 61 ER - TY - JOUR A1 - Mair, Johanna A1 - Martí, Ignasi T1 - Social entrepreneurship research: A source of explanation, prediction, and delight JF - Journal of World Business N2 - Social entrepreneurship, as a practice and a field for scholarly investigation, provides a unique opportunity to challenge, question, and rethink concepts and assumptions from different fields of management and business research. This article puts forward a view of social entrepreneurship as a process that catalyzes social change and addresses important social needs in a way that is not dominated by direct financial benefits for the entrepreneurs. Social entrepreneurship is seen as differing from other forms of entrepreneurship in the relatively higher priority given to promoting social value and development versus capturing economic value. To stimulate future research the authors introduce the concept of embeddedness as a nexus between theoretical perspectives for the study of social entrepreneurship. Y1 - 2006 U6 - https://doi.org/10.1016/j.jwb.2005.09.002 SN - 1090-9516 VL - 41 IS - 1 SP - 36 EP - 44 PB - Elsevier ER - TY - RPRT A1 - Seelos, Christian A1 - Mair, Johanna T1 - Social entrepreneurship. The contribution of individual entrepreneurs to sustainable development T2 - Working Paper, WP No 553 N2 - Social entrepreneurship is a phenomenon that has resisted attempts to establish a clear definition. A focus on organizational structures and/or what constitutes a worthy social cause has created a diverse set of terminology. Observing the positive social impact of entrepreneurs catering to basic needs, this paper recognizes their unique role in efficiently contributing to the achievement of sustainable development goals. From this perspective, the term social can be much better defined. The frameworks proposed in this paper should guide much-needed further research and facilitate decision making about more focused support from a financial as well as a learning perspective. KW - Social entrepreneurship KW - sustainable development KW - value creation KW - needs Y1 - 2004 UR - http://www.iese.edu/research/pdfs/DI-0553-E.pdf PB - IESE Business School CY - Barcelona ER - TY - JOUR A1 - Mair, Johanna T1 - Exploring the determinants of unit performance : The role of middle managers in stimulating profit growth JF - Group & Organization Management N2 - This article sets out to identify the origins of performance differences between units within the same organizational and industry context. Building on and reconciling diverse research streams, it empirically tests the effect of strategic, individual, and context factors on performance over time. The study complements traditional research in strategy by advancing a middle manager perspective. More specifically, it highlights the importance of middlemanagers' actions aligned with strategy, their demographic characteristics, and their immediate competitive environment in stimulating performance. Data on 119 managers and units of a European financial services firm suggest that how middle managers enact strategy, who they are, and where they are significantly affect profit growth in their units. KW - middle managers KW - enacted strategy KW - business unit performance Y1 - 2005 U6 - https://doi.org/10.1177/1059601104269113 SN - 1059-6011 VL - 30 IS - 3 SP - 263 EP - 288 ER - TY - JOUR A1 - Mair, Johanna A1 - Seelos, Christian A1 - Borwankar, Anjaney T1 - Social entrepreneurial initiatives within the sustainable development landscape JF - International Journal of Entrepreneurship Education N2 - Over the last few years many business schools have been active in developing courses on social entrepreneurship. The case studies used are typically based on non-profit initiatives aimed at alleviating social problems in the community. Yet social entrepreneurship is not limited in scope and structure. It is neither geographically nor culturally centered. To avoid the dilemma of defining what social entrepreneurship is or what it is not, we argue that the most fruitful approach is to adopt a specific perspective that illuminates the role and the unique contribution of social entrepreneurship. The perspective we propose is 'sustainable development'. This approach also permits the positioning of social entrepreneurship alongside existing organizations that participate in the global efforts to achieve sustainable development. We describe initiatives by social entrepreneurs and established corporations, highlight the social, economic and environmental impact, and draw out commonalities from the examples given. Y1 - 2004 UR - http://www.senatehall.com/entrepreneurship?article=150 SN - 1649-2269 VL - 2 IS - 4 SP - 431 EP - 452 ER - TY - JOUR A1 - Mair, Johanna A1 - Seelos, Christian T1 - Sustainable development, sustainable profit JF - European Business Forum N2 - Social entrepreneurship can be a powerful tool for corporations to gain entry and build loyalty in developing markets. While economic growth has led to tremendous improvements in personal freedoms and well-being for people in industrialised societies, it has left too many behind. The images of hunger, disease and human misery refuse to disappear from our television screens. How can growth be made more sustainable while at the same time including and benefiting all of society? The paradox is painful: while traditional markets are saturated, billions of people are desperately waiting for companies to cater to their most basic needs and wants. Social entrepreneurs act as change agents that enable the poor to participate in economic life. Entrepreneurs invent business models that can be scaled up and possibly repeated elsewhere: the Grameen Bank model has been replicated all over the world, with huge success. Social entrepreneurship initiatives also constitute local resources that lend themselves to new configurations for novel forms of value creation. KW - Social responsibility KW - Entrepreneurs KW - Sustainable development KW - Developing countries KW - LDCs KW - Economic development Y1 - 2005 UR - https://search.proquest.com/docview/224672209?accountid=11379 SN - 1469-6460 VL - 20 SP - 49 EP - 53 ER - TY - JOUR A1 - Mair, Johanna A1 - Seelos, Christian T1 - Social Entrepreneurship : Creating new business models to serve the poor JF - Business Horizons N2 - The term “social entrepreneurship” (SE) is used to refer to the rapidly growing number of organizations that have created models for efficiently catering to basic human needs that existing markets and institutions have failed to satisfy. Social entrepreneurship combines the resourcefulness of traditional entrepreneurship with a mission to change society. One social entrepreneur, Ibrahim Abouleish, recently received the “Alternative Nobel Prize” for his Sekem initiative; in 2004, e-Bay founder Jeff Skoll donated 4.4 million pounds to set up a social entrepreneurship research center; and many social entrepreneurs have mingled with their business counterparts at the World Economic Forum in Davos. Social entrepreneurship offers insights that may stimulate ideas for more socially acceptable and sustainable business strategies and organizational forms. Because it contributes directly to internationally recognized sustainable development (SD) goals, social entrepreneurship may also encourage established corporations to take on greater social responsibility. KW - Social entrepreneurship KW - Sustainability KW - Business model KW - Corporate social responsibility Y1 - 2005 U6 - https://doi.org/10.1016/j.bushor.2004.11.006 SN - 0007-6813 VL - 48 IS - 3 SP - 241 EP - 246 ER - TY - EDBOOK A1 - Mair, Johanna A1 - Robinson, Jeffrey A1 - Hockerts, Kai T1 - International Perspectives on Social Entrepreneurship Research Y1 - 2009 SN - 9780230543157 PB - Palgrave Macmillan CY - Basingstoke ER - TY - EDBOOK A1 - Mair, Johanna A1 - Robinson, Jeffrey A1 - Hockerts, Kai T1 - Social Entrepreneurship N2 - Social Entrepreneurship is a global phenomenon that impacts the lives of citizens by using innovative approaches to solving social problems. This book offers a comprehensive examination of this growing area of research and provides an excellent introduction to social entrepreneurship theory and a framework for future research. Y1 - 2006 SN - 978-1-349-54553-7 U6 - https://doi.org/10.1057/9780230625655 PB - Palgrave Macmillan UK CY - Basingstoke ER - TY - CHAP A1 - Mair, Johanna A1 - Martí, Ignasi ED - Lawrence, Thomas B. ED - Suddaby, Simon Roy ED - Leca, Bernard T1 - Bringing change into the lives of the poor: Entrepreneurship outside traditional boundaries T2 - Institutional Work: Actors and Agency in Institutional Studies of Organizations N2 - The powerful imagery of entrepreneurship as a means to induce and explain institutional change is gaining momentum (Greenwood & Suddaby, 2006; Lawrence & Suddaby, 2006). In response to criticisms that institutional theory was chiefly being used to explain homogeneity and persistence, important efforts have been devoted to restoring human agency in explanations of endogenous institutional change (DiMaggio, 1988; Sewell, 1992; Emirbayer & Mische, 1998). However, the image of the entrepreneur as institutional change agent has also been a source of controversy among institutional theorists, especially when accompanied by voluntarist, un-embedded conceptions of individual action (Holm, 1995; Leca & Naccache, 2006). As a result we observe vivid scholarly discussions on how to solve the “paradox of embedded agency”– i.e. on explaining how institutional change is possible if actors are fully conditioned by the institutions that they wish to change (Holm, 1995; Seo & Creed, 2002; Greenwood & Suddaby, 2006). The current debate is important and we welcome more agent-oriented views on institutions. The purpose of this chapter is to advance institutional theory by rethinking various aspects of institutional work (Lawrence & Suddaby, 2006; DiMaggio, 1988) and thereby to contribute new insights into the paradox of embedded agency. We do so by challenging and breaking dominant patterns in current empirical research. While previous research on institutional entrepreneurship has predominantly looked at elite and/or powerful actors (DiMaggio, 1988; Fligstein & Mara-Drita, 1996) who assume either peripheral (Leblebici, Salancik, Copay & King, 1991) or central (Greenwood & Suddaby, 2006) positions, we focus instead on institutional work carried out by actors with limited power and very few resources. Y1 - 2009 SN - 9780511590351 SP - 92 EP - 119 PB - Cambridge University Press CY - Cambridge ER - TY - CHAP A1 - Mair, Johanna A1 - Seelos, Christian ED - Ziegler, Rafeal T1 - Hope for Sustainable Development: How Social Entrepreneurs Make It Happen T2 - An Introduction to Social Entrepreneurship: Voices, Preconditions and Contexts KW - Gemeinwirtschaft KW - Nachhaltige Entwicklung Y1 - 2009 SN - 9781848443068 U6 - https://doi.org/10.4337/9781848446229.00021 SP - 228 EP - 246 PB - Edward Elgar CY - Cheltenham ER - TY - CHAP A1 - Mair, Johanna A1 - Martí, Ignasi ED - Mair, Johanna ED - Robinson, Jeffrey ED - Hockerts, K. T1 - Social entrepreneurship as institution building T2 - International Perspectives on Social Entrepreneurship Research KW - Gemeinwirtschaft KW - Institutionelle Infrastruktur KW - Entwicklungsländer KW - Institutionalismus Y1 - 2009 SN - 978-0-230-54315-7 SP - 144 EP - 159 PB - Palgrave Macmillan CY - Basingstoke ER - TY - CHAP A1 - Mair, Johanna A1 - Mitchell, Jordan ED - Smith, N. Craig ED - Lenssen, Gilbert T1 - Waste Concern: Turning a Problem into a Resource T2 - Mainstreaming Corporate Responsibility Y1 - 2009 SN - 978-0470753941 SP - 332 EP - 351 PB - John Wiley & Sons Ltd. CY - Chichester ER - TY - CHAP A1 - Mair, Johanna A1 - Seelos, Christian ED - Rangan, V. Kashturi ED - Quelch, John A. ED - Herrero, Gustavo ED - Barton, Brooke T1 - How social entrepreneurs enable human, social, and economic development T2 - Business Solutions for the Global Poor: Creating Social and Economic Value Y1 - 2007 SN - 978-0-7879-8216-4 SP - 271 EP - 294 PB - Jossey-Bass CY - San Francisco ER - TY - CHAP A1 - Mair, Johanna A1 - Seelos, Christian ED - Perrini, Francesco T1 - The Sekem initiative: a holistic vision to develop people T2 - New Social Entrepreneurship : What awaits social entrepreneurship ventures? Y1 - 2006 SN - 9781845427818 SP - 210 EP - 223 PB - Edward Elgar CY - Cheltenham ER - TY - CHAP A1 - Mair, Johanna A1 - Noboa, Ernesto ED - Mair, Johanna ED - Robinson, J. ED - Hockerts, K. T1 - Social entrepreneurship: How intentions to create a social venture are formed T2 - Social Entrepreneurship Y1 - 2006 SN - 978-1-4039-9664-0 U6 - https://doi.org/10.1057/9780230625655 SP - 121 EP - 135 PB - Palgrave Macmillan CY - Basingstoke ER - TY - CHAP A1 - Mair, Johanna A1 - Seelos, Christian A1 - Ganly, Kate ED - Mair, Johanna ED - Robinson, J. ED - Hockerts, K. T1 - Social entrepreneurs directly contribute to global development goals T2 - Social Entrepreneurship Y1 - 2006 SN - 978-1-4039-9664-0 U6 - https://doi.org/10.1057/9780230625655 SP - 235 EP - 275 PB - Palgrave Macmillan CY - Basingstoke ER - TY - CHAP A1 - Mair, Johanna ED - Elfring, Tom T1 - Entrepreneurial behavior in a large traditional firm: Exploring key drivers T2 - Corporate entrepreneurship and venturing Y1 - 2005 SN - 978-0-387-24850-9 U6 - https://doi.org/10.1007/b106351 VL - International Studies in Entrepreneurship, 10 SP - 49 EP - 72 PB - Springer CY - New York ER - TY - CHAP A1 - Mair, Johanna ED - Cool, Karen O. ED - Henderson, James E. ED - Abate, Rene T1 - How much do middle managers really matter? An Empirical Study on their Impact on Sustained Superior Performance T2 - Restructuring Strategy: New Networks and Industry Challenges Y1 - 2005 SN - 978-1405126014 SP - 236 EP - 250 PB - Blackwell Publishing CY - Oxford, UK 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 - Seelos, Christian T1 - Quand le business devient un outil contre la pauvreté JF - Business Digest, French edition N2 - À l’heure où tout nouveau débouché est un enjeu stratégique de taille, peut-on ignorer à la masse de consommateurs des pays du Sud ? Focus réalisé d’après « Profitable Business Models and Market Creation in the Context of Deep Poverty: A Strategic View », de Christian Seelos et Johanna Mair, Academy of Management Perspectives, novembre 2007, et l’interview d’Iqbal Quadir, fondateur et directeur du Legatum Center for Development and Entrepreneurship (US), février 2009. Y1 - 2009 ET - 193 ER - TY - JOUR A1 - Mair, Johanna A1 - Seelos, Christian T1 - When business becomes a tool for fighting poverty JF - Business Digest, UK edition N2 - Can we continue to categorically dismiss consumers in Southern countries at a time when companies are struggling to find new markets? Based on « Profitable Business Models and Market Creation in the Context of Deep Poverty: A Strategic View », by Christian Seelos and Johanna Mair, Academy of Management Perspectives, November 2007, and the interviews of Iqbal Quadir, founder and director of the Legatum Center for Development and Entrepreneurship at MIT (USA), February 2009. Y1 - 2009 ET - 193 ER - TY - JOUR A1 - Mair, Johanna A1 - Seelos, Christian T1 - El negocio de beneficiar los pobres JF - Liderazgo, Estrategia & Actualidad (Bolivia) Y1 - 2008 ER - TY - JOUR A1 - Mair, Johanna T1 - Kein Hype von Champagnersozialisten JF - Handelsblatt Y1 - 2008 UR - http://www.handelsblatt.com/karriere/mba-news/aussenansicht-kein-hype-von-champagner-sozialisten/2888880.html ER - TY - JOUR A1 - Mair, Johanna A1 - Ganly, Kate T1 - Freeplay JF - Executive Digest Y1 - 2008 ER - TY - JOUR A1 - Mair, Johanna A1 - Martí, Ignasi T1 - Must social-entrepreneurship be nonprofit? JF - Business Week Y1 - 2007 ER - TY - JOUR A1 - Mair, Johanna A1 - Moschieri, Caterina T1 - "Unbundling" incentiva a ascensão de novos negócios JF - Diário Económico Y1 - 2006 ER - TY - JOUR A1 - Mair, Johanna A1 - Moschieri, Caterina T1 - Unbundling frees business for take off JF - Financial Times, Special Series on Mastering Transactions Y1 - 2006 ER - TY - JOUR A1 - Mair, Johanna A1 - Thurner, Claudia T1 - The view from the middle JF - The Economist Y1 - 2006 ER - TY - JOUR A1 - Mair, Johanna A1 - Noboa, Ernesto T1 - Emprendedores sociales: Cómo se forma la intención para crear una iniciativa de carácter social iniciativa JF - Iniciativa emprendedora y empresa familiar Y1 - 2005 SN - 1136-9752 VL - 48 SP - 23 EP - 39 ER - TY - JOUR A1 - Mair, Johanna A1 - Seelos, Christian T1 - Crear espirales de desarrollo JF - Iniciativa Emprendedora Y1 - 2005 VL - 48 SP - 99 EP - 108 ER - TY - JOUR A1 - Mair, Johanna A1 - Noboa, Ernesto T1 - A new kind of company JF - Strategy & Business Y1 - 2004 VL - 35 SP - 138 EP - 139 ER - TY - JOUR A1 - Mair, Johanna A1 - Reischauer, Georg T1 - Capturing the dynamics of the sharing economy: Institutional research on the plural forms and practices of sharing economy organizations JF - Technological Forecasting & Social Change N2 - To date, management research has paid little attention to dynamics of the sharing economy: how markets for sharing resources emerge and change, and the intended and unintended consequences of resource sharing. We propose a definition of the sharing economy that brings the role of organizations as infrastructure providers to the fore and helps us to assess the culturally rooted pluralism of forms and practices in these organizations. We introduce two perspectives in research on organizational institutionalism that focus on culture and pluralism – institutional complexity and institutional work – and argue that unpacking the pluralism of organizational forms and practices is critical to examine the dynamics of the sharing economy. We propose an agenda for research to capture the dynamics of the sharing economy at the organizational, field, and inter-field level. Such an agenda helps to document and analyze how the sharing economy manifests and evolves across various economic systems and has the potential to refine and recast existing management theory. Y1 - 2017 U6 - https://doi.org/10.1016/j.techfore.2017.05.023 VL - 125 IS - December 2017 SP - 11 EP - 20 ER - TY - JOUR A1 - Mair, Johanna A1 - Moschieri, Caterina T1 - Corporate Entrepreneurship: Partial Divestitures as Real Option JF - European Management Review N2 - Scholars in strategy and entrepreneurship have discussed the benefits and difficulties of keeping ventures inside the firm versus separating them through divestitures and the balance between control and autonomy. Using an in-depth analysis of cases of partial divestitures, this study examines the organizational arrangement that arises from divestitures with a retained parent-unit relationship. The emerging framework connects the parent-unit relationship and its modifications along the divestiture's objective – specifically, the exploration carried out by the unit. Partial divestitures are designed as real options, for firms to manage corporate venturing, taking advantage of the flexibility that such arrangement may grant. Y1 - 2017 SN - 17404754 VL - 14 IS - 1 SP - 67 EP - 82 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 - TY - CHAP A1 - Mair, Johanna A1 - Amis, John A1 - Munir, Kamal T1 - Institutions and Economic Inequality T2 - The SAGE Handbook of Organizational Institutionalism Y1 - 2017 SN - 9781412961967 U6 - https://doi.org/10.17863/CAM.8689 SP - 705 EP - 736 PB - Greenwood, Royston; Oliver, Christine; Lawrence, Thomas B.; Meyer, Renate E. CY - Los Angeles; London; New Delhi; Singapore; Washington, DC; Melbourne ET - 2 ER - TY - CHAP A1 - Mair, Johanna T1 - Middle managers and corporate entrepreneurship: unpacking strategic roles and assessing performance implications T2 - Handbook of Middle Management Strategy Process Research N2 - This chapter examines the strategic roles of 150 middle managers in different units of a large European financial services firm. The study takes place in the context of a major corporate initiative aimed at creating a more entrepreneurial culture within the firm. Drawing on insights from 40 exploratory interviews, a survey instrument is used to identify four unique middle manager roles in corporate entrepreneurship; leader, broker, businessman, and architect. These roles are interpreted relative to existing literature. Associations between three roles (architect, leader, broker) and organizational performance are highlighted. The chapter adds insight into the roles of middle managers in corporate entrepreneurship initiatives and how these roles connect to organizational performance. Y1 - 2017 SN - 978 1 78347 324 3 U6 - https://doi.org/10.4337/9781783473250 SP - 448 EP - 472 PB - Floyd, Steven W.; Wooldridge, Bill CY - Cheltenham, UK; Northampton, MA, USA ER - TY - JOUR A1 - Mair, Johanna A1 - Seelos, Christian T1 - Water is Power JF - Impact India. Stanford Social Innovation Review Y1 - 2017 UR - https://ssir.org/articles/entry/water_is_power VL - 2 IS - Spring 2017 SP - 24 EP - 29 ER - TY - JOUR A1 - Reischauer, Georg A1 - Mair, Johanna T1 - How Organizations Strategically Govern Online Communities: Lessons from the Sharing Economy JF - Academy of Management Discoveries Y1 - 2018 U6 - https://doi.org/10.5465/amd.2016.0164 VL - 4 IS - 3 SP - 220 EP - 247 ER - TY - JOUR A1 - Reischauer, Georg A1 - Mair, Johanna T1 - Platform Organizing in the New Digital Economy: Revisiting Online Communities and Strategic Responses JF - Research in the Sociology of Organizations N2 - We are currently witnessing a new wave of the digital economy. A prime example is the sharing economy where an organization operates a platform for its online community, the sum of individuals who interact to exchange goods and services. The sharing economy blurs several boundaries of economic life – a fact that extant theory on platform organizing has yet paid little attention. We argue to consider two aspects of the sharing economy and revisit related theory to address this lacuna. First, we revive the concept of hybrid community to denote a variant of an online community that mirrors the boundary-blurring nature of the sharing economy. In a hybrid community, individuals interact both online and offline (instead of only online) and consume as well as produce. Second, we revisit the range of strategic responses suggested by extant literature to minimize the dependence of a platform organization on its hybrid community and show that the sharing economy requires management research to adapt and potentially recast existing claims. Y1 - 2018 VL - 57 SP - 113 EP - 135 ER - TY - CHAP A1 - Radeke, Joanna A1 - Mair, Johanna A1 - Seelos, Christian ED - Lenssen, Gilbert G. ED - Smith, N. Craig T1 - Waste Concern: Fixing Market Failures BT - An Executive Education Case and Textbook T2 - Managing Sustainable Business Y1 - 2019 SN - 978-94-024-1142-3 U6 - https://doi.org/10.1007/978-94-024-1144-7 SP - 557 EP - 574 PB - Springer CY - Dordrecht ER - TY - CHAP A1 - Hehenberger, Lisa A1 - Mair, Johanna A1 - Seganti, Sara ED - Alemany, Luisa ED - Andreoli, Job J. T1 - Impact Investing: Financing Social Entrepreneurs T2 - Entrepreneurial Finance. The Art and Science of Growing Ventures Y1 - 2018 SN - 9781108368070 U6 - https://doi.org/10.1017/9781108368070 SP - 485 EP - 527 PB - Cambridge University Press ER - TY - JOUR A1 - Nusser, Harald A1 - Mair, Johanna A1 - Fürst, Michael T1 - Opinion: The coming evaluation revolution in corporate responsibility JF - Devex Y1 - 2018 UR - https://www.devex.com/news/opinion-the-coming-evaluation-revolution-in-corporate-responsibility-93479 ER - TY - JOUR A1 - Seelos, Christian A1 - Mair, Johanna T1 - Mastering System Change JF - Stanford Social Innovation Review Y1 - 2018 UR - https://ssir.org/articles/entry/mastering_system_change IS - Fall 2018 ER -