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 language | English (US) |
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Pages (from-to) | 124-141 |
Number of pages | 18 |
Journal | Public Management Review |
Volume | 24 |
Issue number | 1 |
DOIs | |
State | Published - 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