Dual-Mission Management in Social Entrepreneurship: Qualitative Evidence from Social Firms in the United Kingdom
通过英国社会企业的多案例质性研究，发现双重使命管理方法从高度分隔到高度整合的连续谱，并识别出整合战略规划、定制生产流程及混合治理结构等关键驱动因素。
Social enterprises are at risk of undermining the authenticity of their social purpose in the attempt to manage and balance multiple stakeholders' expectations. This study explores dynamics of dual-mission management in relation to a group of U.K. social enterprises via an inductive qualitative multicases method. Results suggest that approaches to dual-mission management vary along a continuum, ranging from the dimension of high compartmentalization to the dimension of high integration. It emerged that blended strategic planning, tailored production processes, and blended governance and management structures are critical key drivers of integration approaches to dual-mission management.