Market orientation, market disruptiveness capability and social enterprise performance: An empirical study from the United Kingdom

Charan Bhattarai; C.K. Kwong; Misagh Tasavori

doi:10.1016/j.jbusres.2018.10.042

Market orientation, market disruptiveness capability and social enterprise performance: An empirical study from the United Kingdom

Charan Bhattarai, C.K. Kwong, Misagh Tasavori

Research output: Contribution to journal › Article

13 Citations (Scopus)

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Abstract

This study investigates whether and how the pursuit of certain commercial business practices such as market orientation and market disruptiveness capability improves both the economic performance and social performance of social enterprises. Based on the empirical data collected from 164 UK social enterprises, our results show that market orientation improves social performance and economic performance simultaneously, whereas market disruptiveness capability improves only the economic performance, not the social performance, of social enterprises. However, we found a positive interaction effect of market disruptiveness capability and market orientation on social performance, while its effect is negative on economic performance.

Original language	English
Pages (from-to)	47-60
Number of pages	14
Journal	Journal of Business Research
Volume	96
Early online date	10 Nov 2018
DOIs	https://doi.org/10.1016/j.jbusres.2018.10.042
Publication status	Published - Mar 2019

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Bibliographical note

NOTICE: this is the author’s version of a work that was accepted for publication in
Journal of Business Research. Changes resulting from the publishing process, such
as peer review, editing, corrections, structural formatting, and other quality
control mechanisms may not be reflected in this document. Changes may have
been made to this work since it was submitted for publication. A definitive version
was subsequently published in Journal of Business Research, [[96], (2019)] DOI:
10.1016/j.jbusres.2018.10.042

© 2019, Elsevier. Licensed under the Creative Commons AttributionNonCommercial-NoDerivatives 4.0 International
http://creativecommons.org/licenses/by-nc-nd/4.0/

Keywords

Innovation
Market disruptiveness capability
Market orientation
Social enterprise
Social entrepreneurship
Social performance

ASJC Scopus subject areas

Marketing

Cite this

Bhattarai, C., Kwong, C. K., & Tasavori, M. (2019). Market orientation, market disruptiveness capability and social enterprise performance: An empirical study from the United Kingdom. Journal of Business Research, 96, 47-60. https://doi.org/10.1016/j.jbusres.2018.10.042

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abstract = "This study investigates whether and how the pursuit of certain commercial business practices such as market orientation and market disruptiveness capability improves both the economic performance and social performance of social enterprises. Based on the empirical data collected from 164 UK social enterprises, our results show that market orientation improves social performance and economic performance simultaneously, whereas market disruptiveness capability improves only the economic performance, not the social performance, of social enterprises. However, we found a positive interaction effect of market disruptiveness capability and market orientation on social performance, while its effect is negative on economic performance.",

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AB - This study investigates whether and how the pursuit of certain commercial business practices such as market orientation and market disruptiveness capability improves both the economic performance and social performance of social enterprises. Based on the empirical data collected from 164 UK social enterprises, our results show that market orientation improves social performance and economic performance simultaneously, whereas market disruptiveness capability improves only the economic performance, not the social performance, of social enterprises. However, we found a positive interaction effect of market disruptiveness capability and market orientation on social performance, while its effect is negative on economic performance.

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KW - Market disruptiveness capability

KW - Market orientation

KW - Social enterprise

KW - Social entrepreneurship

KW - Social performance

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Access to Document

10.1016/j.jbusres.2018.10.042

Post-PrintAccepted author manuscript, 1 MBLicence: CC BY-NC-ND

Link to publication in Scopus