Social enterprises in supply chains: driving systemic change through social impact
本文通过文献回顾和概念框架，探讨社会企业如何在组织、供应链和情境三个层面，借助认知转变、利益相关者协作和可扩展性三个推动因素，创造社会影响并驱动系统性变革，为相关研究提供新方向。
Purpose This paper aims to provide a starting point to discuss how social enterprises can drive systemic change in terms of social impact through operations and supply chain management. Design/methodology/approach This paper reviews existing literature and the four papers in this special issue and develops a conceptual framework of how social enterprises and their supply chains create social impact and further enable systematic change. Findings Our paper finds that social impact and systemic change can be shaped by social enterprises at three different levels of analysis (organization, supply chain and context) and through three enablers (cognitive shift, stakeholder collaboration and scalability). Such dimensions are used to position current literature and to highlight new research directions. Originality/value This paper proposes a novel understanding of operations and supply chain management in social enterprises intended as catalysts for systemic change. Based on this premise we distinguish different practices and stakeholders to be considered when studying social impact at different levels. The conceptual framework introduced in the paper provides a new pathway for future research and debate by scholars engaged at the intersection of social impact, sustainable operations and supply chain management.