• Examining Competitive Intensity and Social Enterprise Performance

      Wood, Patrick; Faculty of Business Programs
      This thesis explores how Social Enterprises’(SE) manage their economically-driven activities with their mission-related activity and how these impact their relative economic and social performance. Given the little research that has been done on external factors within SEs, competitive intensity and its impact on the performance of hybrid SEs was also examined in terms of how it might influence the above trade-offs. The authors looked at longstanding, social enterprises within the second-hand textile industry as a suitable model for SEs participating in a competitive environment. What the authors found was that while economically-driven activities appeared to have a negative impact on social performance, counter-intuitively, mission-driven activity had a positive effect on both social and financial performance. Furthermore, while competitive intensity has a positive buffering effect between mission-driven activity and both economic and social performance, the opposite is true of economic-driven activity, where competition seems to have a negative buffering impact. These findings demonstrate the need for further research into the role competition plays within hybrid organizations and from a practical position, may inform the strategic decisions of managers who might expect a linear relationship between the type of activity engaged and outcomes.
    • Perception of Competition Among Social Enterprises

      Di Matteo, Michael; Faculty of Business Programs
      This paper examines how social enterprises – organizations that use marketplaces to create both social and economic value – compete with one another and how they perceive of other social enterprises. I conducted a study in which I interviewed key executives of social enterprises in the second-hand textile marketplaces within North America and examined their perceptions of rivalry. My findings suggest that social enterprises categorized and developed mental models for how they perceived rivalry with other social enterprises. Specifically, the categorization of the type of social value that another social enterprise creates, and a subsequent identity comparison and orientation, led to different rivalrous responses: compassionate, marketplace, and ideological. My study builds upon perceptions of rivalry and examines a growing form of organizing: social enterprises.