Managing Organizational Paradoxes in Social Enterprises: Case Studies from the MENA Region

Abstract

This study aims to examine the question around how small- and medium-scale hybrid social enterprises within the context of the Middle East and North Africa manage paradoxical tensions they face in their everyday decision-making. By placing a lens on the unique hybrid processes facing organizational members rooted in traditional social and economic rationales, we seek to better understand the breadth of strategies adopted and their relevance to the specific contextual considerations of the study. Through analyzing five in-depth case studies from the region, the study aims to add insights on the practice of managing organizational paradoxes to maintain social-economic hybridity. We also introduce practical implications for managers and supporters of small- and medium-scale social enterprises.

Before Nonprofit Organisations Become Social Enterprises

Abstract

In the context of weak global economic growth, the transformation of nonprofit organisations (NPOs) into social enterprises is perceived as a critical process of social innovation and sustainable development. This study explored the antecedents and their influences on the social entrepreneurial intentions (SEIs) of NPO workers. Two sets of samples were collected through online surveys. First, 200 samples were used for exploratory factor analysis, and subsequently, 602 samples were used to establish a structural equation model. The results revealed that the involved antecedents partially influenced SEIs through social entrepreneurial (SE) creativity. The originality aspects of SE creativity demonstrated dominant positive effects on both the SE conviction and the SE preparation of SEIs, followed by cognitive empathy and bonding social capital. The stockholder perspective of social responsibility and affective empathy negatively affected both the conviction and preparation of SEIs. The stakeholder perspective of social responsibility and the usefulness aspect of SE creativity demonstrated minor positive effects on SE conviction. We suggest that NPO leaders keep an open mind to business strategies and focus on SE originality, cognitive empathy, and bonding social capital when developing talent for future achievement.