Isomorphism, Social Enterprise and the Pressure to Maximise Social Benefit

Abstract

Social enterprises face extraordinary pressures, both endogenous and exogenous in nature. In light of the social and economic upheaval occurring on a global scale, these pressures are more acute than ever. This paper uses the concept of isomorphism as a starting point to explore how these organisations respond to pressure to ensure the conferment and maintenance of legitimacy. In so doing, I propose a conceptual model that utilises current work in the field and also redevelops J. Pedersen and F. Dobbin's (2006. In search of identity and legitimation: bridging organizational culture and neoinstitutionalism. American behavioral scientist, 49, 897–907) framework to categorise social enterprise isomorphism. Based on recent experiences in the United Kingdom, I propose that Government supported social enterprise initiatives (and the civil society movement in general) might make popular policy makers but is also fragile in its success. Thus, I use the applied example of social enterprise governance to illustrate the practical implications for structural similitude. Limitations to the model and directions for further empirical research are proposed to encourage further refinement to, or competing interpretations of, the model.

Key Words:

• Social enterprise
• isomorphism
• legitimacy
• corporate governance

Acknowledgements

I would like to express my sincere thanks to the following people for their invaluable assistance with this paper: Jeff Leiter, John Meehan, David Robertson and John Simmons. I would also like to thank the journal editor and the two reviewers who provided very helpful feedback.