Social entrepreneurship and social change: a practice-based study in non-governmental organizations
DOI:
https://doi.org/10.1108/RAUSP-05-2020-0091Keywords:
Social entrepreneurship, Practice theory, Social change, Social practices, EthnographyAbstract
Purpose – This paper aims to examine how social entrepreneurship (SE) practices give rise to social change in the context of urban Brazil.
Design/methodology/approach – The study draws on a broader inductive, ethnographic and iterative practice-based study conducted in three Brazilian non-governmental organizations.
Findings – Social change is established through intertwined practices that involve active interplay of ambivalent positive and negative feelings associated with the social mission pursued by the social enterprise; flat organizational structures that encourage participation and taking of ownership among all stakeholders; and focused organizational objectives (social purposes).
Research limitations/implications – The paper presents an analytical framework composed of five propositions that may be used in future research aimed at maturing and refining the understanding of SE. The study also provides a methodological contribution for future studies of new phenomenon and young fields of research that often must rely on inductive methodologies, by demonstrating how an iterative thematic analysis can be used in practice-based studies.
Practical implications – This paper has practical implications directly connected to its social implications, because understanding how social change is achieved may enhance the effectiveness of SE practitioners in bringing desired changes about. Furthermore, the discussion also provided insights for practitioners to reflect upon the paradoxical nature of practices aimed at social change.
Originality/value – The study suggests a set of propositions and an original definition of SE that mitigates conceptual inconsistencies found in literature drawing on empirical data and by incorporating the political lens found in practice theory.
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