Abstract
Purpose
Social enterprises have proven to play a vital role in the transitions towards inclusive labour
markets and sustainable economies. Yet, they often struggle to flourish within traditional
economic systems due to the dual mission of pursuing social and commercial goals, leading to
inherent tensions for social entrepreneurs. This study aims to explore tensions within Work
Integration Social Enterprises (WISEs) arising from their dual mission and engagement with
multiple stakeholders.
Methodology
Interviews with representatives from 10 Dutch WISEs were conducted to understand their
day-to-day challenges. The typology by Smith and Lewis (2011), focusing on learning,
belonging, organising, and performing tensions, was used for data analysis.
Findings
The study reveals tensions between social impact and commercial viability, with
organizational challenges being predominant. Also, there's an observed temporal pattern in
tension prominence: early stages emphasize belonging, organising, and performing tensions,
while learning tensions become more prominent as enterprises mature.
Originality
This study offers insights into tensions within WISEs, highlighting the complexity of
managing multiple identities in a multi-stakeholder context. By drawing on practical
experiences, it contributes nuanced understanding to existing literature.
Social enterprises have proven to play a vital role in the transitions towards inclusive labour
markets and sustainable economies. Yet, they often struggle to flourish within traditional
economic systems due to the dual mission of pursuing social and commercial goals, leading to
inherent tensions for social entrepreneurs. This study aims to explore tensions within Work
Integration Social Enterprises (WISEs) arising from their dual mission and engagement with
multiple stakeholders.
Methodology
Interviews with representatives from 10 Dutch WISEs were conducted to understand their
day-to-day challenges. The typology by Smith and Lewis (2011), focusing on learning,
belonging, organising, and performing tensions, was used for data analysis.
Findings
The study reveals tensions between social impact and commercial viability, with
organizational challenges being predominant. Also, there's an observed temporal pattern in
tension prominence: early stages emphasize belonging, organising, and performing tensions,
while learning tensions become more prominent as enterprises mature.
Originality
This study offers insights into tensions within WISEs, highlighting the complexity of
managing multiple identities in a multi-stakeholder context. By drawing on practical
experiences, it contributes nuanced understanding to existing literature.
| Original language | English |
|---|---|
| Article number | 1750-8614 |
| Journal | Journal of Social Entrepreneurship |
| Publication status | E-pub ahead of print - 12 Sept 2024 |