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 | |
| Publication status | Published - Mar 2019 |
Bibliographical note
NOTICE: this is the author’s version of a work that was accepted for publication inJournal 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
