Why Social Enterprises Resist or Collectively Improve Impact Assessment: The Role of Prior Organizational Experience and “Impact Lock-In”
研究基于澳大利亚和英国社会企业与影响力投资者的访谈，发现社会企业因先前影响评估经验而采取对抗或合作态度，经验丰富者会陷入“影响锁定”，即固守特定评估方法。
This article examines how organizational experience influences social enterprise responses to impact assessment practices. Limited attention has been paid to why organizations resist or challenge impact assessment practices or how prior experience with impact assessment may shape organizational responses. The study draws on interviews with practitioners involved in social enterprise–impact investor dyads in Australia and the United Kingdom. The findings reveal that social enterprises enact either combative or collaborative responses in their relationships with impact investors based on past experiences with impact assessment. The study shows how more experienced social enterprises reach a state of impact lock-in—where they become committed to particular approaches to understanding, measuring, and reporting impact. The article contributes to the literature on impact assessment and impact investment by showing how organizational experience shapes divergent reactions to the demands imposed by impact investors, creating complementary forces of institutionalization and contestation of impact assessment practice.