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oai:recercat.cat:20.500.12328/52322026-03-06T10:50:02Zcom_2072_67741col_2072_484352

2026-03-06T10:50:02Z urn:hdl:20.500.12328/5232 The social mission works: internalizing the mission to achieve organizational performance in social enterprises Mas-Machuca, Marta Akhmedova, Anna Marimon, Frederic Social mission Internalization of the mission Employee mission performance Employee mission engagement Social mission achievement Misión social Internalización de la misión Desempeño de la misión por parte de los empleados Compromiso de los empleados con la misión Cumplimiento de la misión social Missió social Internalització de la missió Assoliment de la missió per part dels empleats Compromís dels empleats amb la missió Assoliment de la missió social Aquest document és la versió de l'autor (post-print / Author Accepted Manuscript) d'un article publicat a Review of Managerial Science. Social enterprises (SE) are mission-driven organizations that pursue both: (1) financial independence from grants or charity by achieving at least small profitability, and (2) positive social and / or environmental impact. While the two objectives are mostly framed as contradictory to each other in the recent literature, we scrutinize this assumption in this investigation. We examine how internalization of mission (IM) by employees impacts on employee mission engagement (EME) by employees and how EME is related to the perceived social mission achievement (PSMA), and perceived organization performance (POP) within the social enterprise setting. A sample of 143 social enterprises was used to confirm the scale and validate the model by structural equation modelling. The findings reveal that internalization of mission impacts on EME and that EME, as expected, is related to organizational outcomes: PSMA and POP. Given that PSMA fully mediates POP, we conclude that the social and economic objectives are fully compatible when the social mission is put at the centre. Even more: POP cannot be achieved without PSMA. The lesson learnt is that the social mission works if it is truly internalized. By focusing on internalization of mission, SEs can avoid tensions among social and economic goals. While hybridity (focus on social and economic ends) is what characterises the mission in a social enterprise, the majority of articles still focus just on achieving one end. We provide a conceptual model (and its empirical validation) of how social organizations achieve both: social objectives and business objectives. 2026-03-06T10:50:02Z 2026-03-06T10:50:02Z 2024-04 info:eu-repo/semantics/article Mas-Machuca, Marta; Akhmedova, Anna & Marimon, Frederic. The social mission works: internalizing the mission to achieve organizational performance in social enterprises. Review of Managerial Science, 2024, 18(4), 965-989. Disponible en <https://link.springer.com/article/10.1007/s11846-023-00627-y>. Fecha de acceso: 4 mar. 2026. DOI: 10.1007/s11846-023-00627-y 1863-6691 https://hdl.handle.net/20.500.12328/5232 https://doi.org/10.1007/s11846-023-00627-y eng Review of Managerial Science 18;4 info:eu-repo/semantics/openAccess © 2024. Springer Nature o el seu llicenciador (p. ex., una societat o un altre soci) és titular dels drets exclusius d'aquest article en virtut d'un acord editorial amb l'autor (o els autors) o altres titulars de drets; l'autoarxivament per part de l'autor de la versió de manuscrit acceptat d'aquest article es regeix exclusivament pels termes d'aquest acord editorial i la normativa aplicable. Springer Nature