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We contribute to the growing literature examining how social enterprises might best accommodate their hybrid structure when pursuing dual goals of social improvement and economic sustainability. Drawing on extant literature, the case is made for why synergy between the social and commercial business models that hybrid social enterprises employ should positively impact effectiveness in delivering organization outcomes. We then develop a method for comparing the synergy between the social and commercial business models employed within and across organizations, and test the method using a sample of seven social enterprises operating in different social fields. Results demonstrate that our method can be applied consistently across a range of social enterprise types and that variation in degree of synergy is considerable with overlap rates ranging from 9% to 77%. Using learning from this exploratory study, we develop propositions describing how and why social entrepreneurs develop business model synergy, the relationship between business model synergy and organizational performance, and suggest future research to test these propositions. Implications for theory development and practice are discussed.

To investigate the higher‐level skills needs and learning provisions for small medium social enterprises (SMSEs) in Northwest England in order to support strategies for lifelong learning and organizational development.

The study involved the development of “Balance”, a tool based on an adapted form of Kaplan and Norton’s Balanced Scorecard (1996) performance measurement and management tool, integrating the notion of incremental learning development, and utilizing Kolb and Fry’s (1975) organizational learning cycle. Discusses the findings of piloting the tool in 30 social enterprises to make a case for an alternative approach to business analysis, where a qualitative approach is put forward.

The results indicated that the Balance tool provided SMSEs with an easy to use diagnostic tool for collating managers’ subjective opinions in order to simplify the analysis process and provide a reference point for discussing management skills needs. Reveals that there is a spectrum of social enterprise with the “need” or “social” driven organization at one end and the more “enterprise” driven organization at the other. Concludes that the “social” led business tends to focus on an informal, organic organizational system, utilising a loose business framework purely as a means to meeting the social/environment need, while the “enterprise” led business focuses on a structured business organizational system, embracing business logic and businesslike methods and discourse to meet the social/environment/business need.

Builds on research which was published in the previous issue of this journal (“Business practices in social enterprises”, Social Enterprise Journal, Volume 2 Number 1 2006) and outlines the current understandings and shortcomings of SMSE management knowledge.

This paper seeks to explain how the course content of a Graduate Certificate in Social Enterprise was varied to meet the unique business planning training needs for social enterprise.

The research began with a review of the literature covering generic and social enterprise business planning, the findings of which were applied into the design of the course.

The paper concludes that although there are a number of similarities in business planning needs for start‐up commercial and social enterprise business plans, the differences are, however, significant enough to require that course design should take these into account and thus avoid delivering a generic programme that does not fully meet student needs.

Academic and professional deliverers of business planning programmes are strongly recommended not to offer generic offerings but instead tailor to the needs of the social enterprise sector.

This paper will be of interest to providers of programmes aimed at social enterprises as well as social enterprise practitioners responsible for staff training. The literature in this area is still nascent while the development of accredited courses is still quite new and therefore the paper helps contribute to the development of best practice in the delivery of programmes to this sector.

The purpose of this paper is to explore the concept of business growth as it applies to the social enterprise. It examines if social entrepreneurs have a growth agenda, how this is achieved and the challenges encountered in achieving firm growth.

This exploratory study involves the completion of a series of four case studies of established social enterprises.

Social entrepreneurs do have aspirations to grow their enterprise, where growth is perceived from multiple perspectives, primarily underpinned by the provision of a perceived social value. Firm growth is predominately measured from the external beneficiary perspective rather than internal financial metrics. Sourcing financing, staff retention adjusting to different roles in managing the enterprise and measuring the scale and impact of their business are the primary challenges encountered. The creation of social value and profit generation are not mutually exclusive in the social enterprise when social entrepreneurs confront the challenges of growth within a business context.

The findings from the research provide a more holistic understanding of growth in the social enterprise. This detail adds to an under researched topic in the Irish context, puts forward recommendations on what is required by policy to assist the social entrepreneur take their business to the next level and presents areas for further research to advance a topic that is still in its infancy.

On November 1, 2010, the Geneva‐based International Organization for Standardization (ISO) launched ISO 26000:2010, Guidance on Social Responsibility (hereafter ISO SR international standard), a document that integrates international expertise on the concept of the social responsibility of organizations in society. The purpose of this paper is to identify and critically analyze the reasons for and against business enterprises implementing the ISO 26000 SR international standard.

This analysis identifies the following reasons for business enterprises to implement the ISO SR international standard: first, the positive image of ISO as a globally reputable and credible organization for establishing international technical standards; second, the development of an international consensus among stakeholders regarding the definition and objectives of social responsibility as it pertains to the economic, environmental, and social impacts of business enterprises on society and the natural environment; and third, as a holistic reference for a management team interested in integrating social responsibility principles into enterprise operations.

From a general business governance perspective, the ISO 26000 SR international standard is handicapped by it being too broad in scope to be useful in the context of specific industries and sectors, too costly and time‐consuming for many small and medium‐sized enterprises to implement, and, unlike most other ISO international standards, it is not a certifiable management system – therefore leading to weaknesses in assessing its efficacy.

This article provides a comprehensive and thorough analysis of the “strengths and weaknesses” of the recently published ISO 26000 SR international standard as a viable business governance document.

To report the findings of a European Social Fund (ESF) financed study into the investigation and development of business practices and managerial skills in the social enterprises sector.

The qualitative and grounded research investigation was conducted using interviews with owner/managers of 15 social enterprises in Greater Manchester and Lancashire, UK, and aimed to develop a strategic understanding of social enterprise business practices and issues and to develop baseline information to develop a management tool based on the balanced scorecard (BS) of Kaplan and Norton (1996). Develops a definition of social enterprise and presents a brief background of the post‐war development of the social enterprises sector, its recent growth and increasing competition for resources.

The results indicated that social enterprises adopt varying practices, face many issues and, while many are beginning to make themselves more accountable in terms of their social value, there was little evidence to suggest that social enterprises were measuring their social impact beyond providing data that was sought by funders. Reveals that the social enterprise managers implied that the next step was to become more proactive in recording and marketing their social values and that developing social value indicators is the next challenge, while evidence suggests that tools developed for social enterprises need to be informal, non‐generic and based on experiential learning.

Reveals key concepts that will form the framework for a modified BS.

To identify the challenges faced by UK social enterprises in their attempts to develop the kind of support needed to achieve their social, economic and environmental objectives.

The history of social enterprise development in the UK is traced, focusing on some of the key problems of definition and complexity within the social enterprise sector. Examines some of the current problems facing social enterprises in terms of the provision of business support. Reports the results of a survey of 28 key informants working in 30 social enterprises (20 drawn from Triodos Bank’s client list, 10 non‐Tiodos Bank clients) to gather data relating to: business profile; technical profile; business support; evaluation of business support; and the role of social businesses in the UK and the quality and level of support available to the sector. Includes results for five organizations from two specific industry sectors for more detailed research (electrical and electronic waste refurbishment sector, care sector).

The results indicated that the current needs of social enterprises are not being met by the current provision for such organizations since such provision fails to address the strategic tension that exists between social and business purpose. Concludes with recommendation for providers of business support and advice to the social enterprise sector.

The sample was skewed towards organic related businesses (farming, wholesale/retailing of organic products) and fewer care‐related businesses than anticipated from national statistics were included.

Provides important results based on research commissioned by Triodos Bank, an ethical and social bank that lends to social enterprises across the UK.

In many regions, the potential of social entrepreneurship and social innovation are not fully used. The purpose of this study is to explore issues and challenges in the business advisory support offered to social entrepreneurs and, from this background, give suggestions on how the advisory process to social entrepreneurs could be modified to better gain society.

Representatives from 15 business advisory organisations in Sweden were interviewed to examine how their support to social enterprises meets the needs of the companies, and to discover possible problems encountered regarding the business advice available to social enterprises. Using thematic analysis, six different overarching themes were identified that characterise issues and challenges in the business advisory support offered to social enterprises.

The results show that many advisers lack experience in social entrepreneurship, yet they consider that social enterprises are not “genuine” entrepreneurs, and that they, therefore, refer them to advisers focussing on co-operative enterprises. Furthermore, the absence of sustainable business models, the lack of financial resources and the existence of municipal monopoly are identified by the advisers as challenges.

This paper reveals an Achilles’ heel in the business advisory support offered to social enterprises, namely, the lack of experience and knowledge of social entrepreneurship amongst current business advisers, as well as a prioritisation of advice to more “commercial” entrepreneurs because of policy instruments and the expectations from the public funders of increased profitability and growth in the companies that receive advice. The mainstream business advisory service could play a key role by bringing together the various stakeholders in this shared value process. This would, however, require increased knowledge and new government policies and directives that ensure that social entrepreneurs are prioritised in the business advisory situation.

This paper demonstrates that the current advisory system is not adapted to fit the needs of social enterprises. It also proposes the need to include participation and proximity in the business model design.

Based on six case studies of self-proclaimed social enterprises (SEs) in Kenya, this paper aims to critically assess the “SE” concept in a base of the pyramid (BoP) context.

The paper draws on multiple case studies to challenge traditional notions of SE. Six SEs operating at the BoP in Kenya are analysed. Interviews are conducted with entrepreneurs from each enterprise, during which the enterprises’ business models are mapped and scrutinised.

Based on the six case studies, the paper argues that the SE concept is challenged in a BoP context: the six Kenyan SEs viewed social and commercial orientation as equally important and mutually supportive; viewed social orientation as a competitive advantage; and did not consider social objectives as harmonious. These findings corroborate key claims of the BoP literature, e.g. that it is not possible meaningfully to distinguish social and commercial missions at the BoP as they are intertwined; that any company succeeding at the BoP will have a social impact; and that the pursuit of some social objectives may undermine the achievement of other social objectives. The overall conclusion of the paper is that in BoP environments, the concept of SE becomes illusive.

This paper adds perspective to existing literature on SE at the BoP and provides empirical evidence that can help shape the understanding of social business activities in East Africa. The paper demonstrates that in BoP environments, the boundaries between social and commercial enterprise become illusive.

The paper aims to explore the roles and impact of design in incubating and accelerating social enterprises. It aims to understand design’s influence on social enterprise ecosystems and in improving outcomes for social enterprises.

The study used an exploratory, qualitative approach, using case studies and interviews. The comparative case-study methodology was applied to evaluate the influence of design on the development of social enterprises in the UK and South Korea and identify critical issues in their utilisation of design. Empirical data included: in-depth case studies of design utilisation practices (UK = 6; South Korea = 15) and design applications (UK = 2; South Korea = 2) for the growth of social enterprise and its ecosystem; 27 social enterprise/design experts (UK = 17; South Korea = 10); and 22 social enterprises (UK = 12; South Korea = 10). Content and thematic analysis were used to synthesise the findings.

Findings demonstrate the differing influences of design on social enterprise, from improving products/services and business models to enhancing social enterprise ecosystem support and networks. Future directions are suggested for applying design for social enterprise growth, business stage development and systematising interactions between the social enterprise and design sectors.

The research is based on case studies from only two countries. Further, the adoption of working definitions of social enterprise in the countries may result in the research underestimating the heterogeneity of social enterprise.

The findings contribute to optimising efficient ecosystem development to improve social enterprise competitiveness and innovation.

This paper establishes a research foundation on design for social enterprise, offering theoretical and practical insights into its impact on growth.