The dynamics and long-term stability of social enterprise

Dennis Young, Janelle Kerlin, Simon Teasdale, Jung In Soh

    Research output: Chapter in Book/Report/Conference proceedingChapter (peer-reviewed)

    Abstract

    The research literature pays relatively little attention to the long term dynamics of social enterprises. This is an especially important lacuna because all social enterprises contain intrinsic tensions that can lead to long term instability, fundamental transformation or demise. In particular, social enterprises try to balance market success with social impact, and a host of different organizational forms have been devised to achieve different versions of this balance.
    Original languageEnglish
    Title of host publicationPatterns in Social Entrepreneurship Research
    EditorsK. Jill, B. Sophie
    PublisherEdward Elgar Publishing
    Pages217-240
    Number of pages24
    ISBN (Print)9781781003589
    Publication statusPublished - 2012

    Keywords

    • social enterprise
    • social entrepreneurship
    • stability
    • sustainability
    • organisational behaviour

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  • Cite this

    Young, D., Kerlin, J., Teasdale, S., & In Soh, J. (2012). The dynamics and long-term stability of social enterprise. In K. Jill, & B. Sophie (Eds.), Patterns in Social Entrepreneurship Research (pp. 217-240). Edward Elgar Publishing .