2026-04-19T11:38:25Zhttps://recercat.cat/oai/requestoai:recercat.cat:20.500.12328/39782025-05-16T12:49:00Zcom_2072_67741col_2072_484354
RECERCAT
author
Akhmedova, Anna
author
Mas-Machuca, Marta
author
Magomedova, Nina
2025-05-16T12:49:00Z
2025-05-16T12:49:00Z
2021
Akhmedova, Anna; Mas-Machuca, Marta; Magomedova, Nina. Implementation of a social mission in social enterprise: fit among content, motivation and practice. En: Academy of Management Annual Meeting Proceedings. 2021, 2021(1). Disponible en: <https://journals.aom.org/doi/10.5465/AMBPP.2021.13169abstract>. Fecha de acceso: 26 ene. 2024. DOI: 10.5465/AMBPP.2021.13169abstract
http://hdl.handle.net/20.500.12328/3978
https://dx.doi.org/10.5465/AMBPP.2021.13169abstract
A mission statement is commonly considered a strategic tool in any organisation. While hybridity is what characterises the mission in a social enterprise, the centrality of the social component of the mission over the economic component is generally acknowledged. Only few investigations focus on achievement of social component of a mission. To close this gap, this study takes a configurational approach and empirically analyses 143 social enterprises using qualitative comparative analysis. We find that irrespective of the organisational form, SE companies should align the formal (content), motivational (stakeholder motivation) and dynamic (organizational practice) perspectives of their mission, fostering the fit among these three in order to fulfil a desired social impact. The simultaneous absence of (1) fit between mission content and organizational practice and (2) fit between mission content and stakeholder motivation was found to go in hand with social mission non-achievement. The results are consistent among different organisational forms, albeit, for different reasons.
eng
© 2024 Academy of Management
AOM Annual Meeting Proceedings 2021
Implementation of a social mission in social enterprise: fit among content, motivation and practice
info:eu-repo/semantics/lecture