Strategizing on behalf of social enterprises: the case of the metropolitan economic development association and Catalyst

John M. Bryson, Barbara C Crosby, Danbi Seo

Research output: Contribution to journalArticle

Abstract

This article adds to the literature on social enterprise by drawing on the strategy-as-practice tradition of strategy research. There, strategy is seen as something an organization does, not as something that it has. Little in the public and non-profit literature at present focuses on exactly what strategizing is, let alone how it relates to social enterprise. A framework for understanding strategizing is illustrated with case examples. Conclusions from this attempt at theory-building include: strategizing involves an interconnected ensemble of strategic thinking, acting, and learning activities; strategizing ultimately involves group effort; and changing an organizational ecosystem is very hard indeed.

Original languageEnglish (US)
JournalPublic Management Review
DOIs
StateAccepted/In press - 2020

Keywords

  • Entrepreneurship
  • Social enterprise
  • Social entrepreneurship
  • Strategy
  • strategy-as-practice

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