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 journalArticlepeer-review

7 Scopus citations

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)
Pages (from-to)124-141
Number of pages18
JournalPublic Management Review
Volume24
Issue number1
DOIs
StatePublished - 2022

Bibliographical note

Funding Information:
This work was supported by the Metropolitan Economic Development Association [University of Minnesota Service Agreement 1026-10762-20109-2101077].

Publisher Copyright:
© 2020 Informa UK Limited, trading as Taylor & Francis Group.

Keywords

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

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