1,275
Views
4
CrossRef citations to date
0
Altmetric
Articles

To measure or not to measure?An empirical investigation of social impact measurement in UK social enterprises

&

References

  • Arvidson, M., and F. Lyon. 2014. “Social Impact Measurement and Non-profit Organizations: Compliance, Resistance, and Promotion.” VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations 25 (4): 869–886. doi:10.1007/s11266-013-9373-6.
  • Bagnoli, L., and C. Megali. 2011. “Measuring Performance in Social Enterprises.” Nonprofit and Voluntary Sector Quarterly 40 (1): 149–165. doi:10.1177/0899764009351111.
  • Barman, E. 2007. “What Is the Bottom Line for Nonprofit Organizations? A History of Measurement in the British Voluntary Sector.” Voluntas: International Journal of Voluntary and Nonprofit Organizations 18 (2): 101–115. doi:10.1007/s11266-007-9039-3.
  • Bertotti, M., K. Sheridan, P. Tobi, A. Renton, and G. Leahy. 2011. “Measuring the Impact of Social Enterprises.” British Journal of Healthcare Management 17 (4): 152–156. doi:10.12968/bjhc.2011.17.4.152.
  • Bloom, P. N., and A. K. Chatterji. 2009. “Scaling Social Entrepreneurial Impact.” California Management Review 51 (3): 114–133. doi:10.2307/41166496.
  • Boyne, G. A. 2002. “Public and Private Management: What’s the Difference?” Journal of Management Studies 39 (1): 97–122. doi:10.1111/1467-6486.00284.
  • Chapman, T., D. Forbes, and J. Brown. 2007. ““They Have God on Their Side”: The Impact of Public Sector Attitudes on the Development of Social Enterprise.” Social Enterprise Journal 3 (1): 78–89. doi:10.1108/17508610780000723.
  • Christensen, R. A., and A. Ebrahim. 2006. “How Does Accountability Affect Mission? The Case of a Nonprofit Serving Immigrants and Refugees.” Nonprofit Management and Leadership 17 (2): 195–209. doi:10.1002/nml.143.
  • Clifford, D. 2012. “Voluntary Sector Organizations Working at the Neighbourhood Level in England: Patterns by Local Area Deprivation.” Environment and Planning A 44 (5): 1148–1164. doi:10.1068/a44446.
  • Cornforth, C. 2014. “Understanding and Combating Mission Drift in Social Enterprises.” Social Enterprise Journal 10 (1): 3–20. doi:10.1108/SEJ-09-2013-0036.
  • Cunningham, I., D. Baines, and S. Charlesworth. 2014. “Government Funding, Employment Conditions, and Work Organization in Non-profit Community Services: A Comparative Study.” Public Administration 92 (3): 582–598.
  • Daly, S. 2011. “Philanthropy, the Big Society and Emerging Philanthropic Relationships in the UK.” Public Management Review 13 (8): 1077–1094. doi:10.1080/14719037.2011.619063.
  • Dart, R. 2004. “The Legitimacy of Social Enterprise.” Nonprofit Management and Leadership 14 (4): 411–424. doi:10.1002/nml.43.
  • Dees, J. G., B. B. Anderson, and J. Wei-Skillern. 2004. “Scaling Social Impact.” Stanford Social Innovation Review 1 (4): 24–32.
  • Defourny, J., and M. Nyssens. 2010. “Social Enterprise in Europe: At the Crossroads of Market, Public Policies and Third Sector.” Policy and Society 29 (3): 231–242. doi:10.1016/j.polsoc.2010.07.002.
  • Department for Business, Energy and Industrial Strategy. (2017) Social Enterprise: Market Trends 2017. UK Government. Accessed 17 April 2019. https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/644266/MarketTrends2017report_final_sept2017.pdf
  • Dey, P., and S. Teasdale. 2016. “The Tactical Mimicry of Social Enterprise Strategies: Acting ‘As If’ in the Everyday Life of Third Sector Organizations.” Organization 23 (4): 485–504. doi:10.1177/1350508415570689.
  • Di Domenico, M., P. Tracey, and H. Haugh. 2009. “Social Economy Involvement in Public Service Delivery: Community Engagement and Accountability.” Regional Studies 43 (7): 981–992. doi:10.1080/00343400701874180.
  • Diefenbach, T. 2009. “New Public Management in Public Sector Organizations: The Dark Sides of Managerialistic ‘Enlightenment’.” Public Administration 87 (4): 892–909. doi:10.1111/j.1467-9299.2009.01766.x.
  • DiMaggio, P. J., and H. K. Anheier. 1990. “The Sociology of Nonprofit Organizations and Sectors.” Annual Review of Sociology 16 (1): 137–159. doi:10.1146/annurev.so.16.080190.001033.
  • DiMaggio, P. J., and W. W. Powell. 1983. “The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields.” American Sociological Review 48 (2): 147–160. doi:10.2307/2095101.
  • Doherty, B., H. Haugh, and F. Lyon. 2014. “Social Enterprises as Hybrid Organizations: A Review and Research Agenda.” International Journal of Management Reviews 16 (4): 417–436. doi:10.1111/ijmr.12028.
  • Ebrahim, A. 2005. “Accountability Myopia: Losing Sight of Organizational Learning.” Nonprofit and Voluntary Sector Quarterly 34 (1): 56–87. doi:10.1177/0899764004269430.
  • Ebrahim, A., J. Battilana, and J. Mair. 2014. “The Governance of Social Enterprises: Mission Drift and Accountability Challenges in Hybrid Organizations.” Research in Organizational Behavior 34: 81–100. doi:10.1016/j.riob.2014.09.001.
  • Ebrahim, A., and V. K. Rangan. 2014. “What Impact? A Framework for Measuring the Scale and Scope of Social Performance.” California Management Review 56 (3): 118–141. doi:10.1525/cmr.2014.56.3.118.
  • Eikenberry, A. M., and J. D. Kluver. 2004. “The Marketization of the Nonprofit Sector: Civil Society at Risk?” Public Administration Review 64 (2): 132–140. doi:10.1111/j.1540-6210.2004.00355.x.
  • Esteves, A. M., D. Franks, and F. Vanclay. 2012. “Social Impact Assessment: The State of the Art.” Impact Assessment and Project Appraisal 30 (1): 34–42. doi:10.1080/14615517.2012.660356.
  • Fazzi, L. 2012. “Social Enterprises, Models of Governance and the Production of Welfare Services.” Public Management Review 14 (3): 359–376. doi:10.1080/14719037.2011.637409.
  • Gibbon, J., and C. Dey. 2011. “Developments in Social Impact Measurement in the Third Sector: Scaling up or Dumbing Down?” Social and Environmental Accountability Journal 31 (1): 63–72. doi:10.1080/0969160X.2011.556399.
  • Hall, K., R. Miller, and R. Millar. 2016. “Public, Private or Neither? Analysing the Publicness of Health Care Social Enterprises.” Public Management Review 18 (4): 539–557. doi:10.1080/14719037.2015.1014398.
  • Hwang, H., and W. W. Powell. 2009. “The Rationalization of Charity: The Influences of Professionalism in the Nonprofit Sector.” Administrative Science Quarterly 54 (2): 268–298. doi:10.2189/asqu.2009.54.2.268.
  • Julnes, P. D. L., and M. Holzer. 2001. “Promoting the Utilization of Performance Measures in Public Organizations: An Empirical Study of Factors Affecting Adoption and Implementation.” Public Administration Review 61 (6): 693–708. doi:10.1111/0033-3352.00140.
  • Kendall, J., and M. Knapp. 2000. “Measuring the Performance of Voluntary Organizations.” Public Management Review 2 (1): 105–132. doi:10.1080/14719030000000006.
  • Lee, M., and L. Huang. 2018. “Gender Bias, Social Impact Framing, and Evaluation of Entrepreneurial Ventures.” Organization Science 29 (1): 1–16. doi:10.1287/orsc.2017.1172.
  • Lingane, A., and S. Olsen. 2004. “Guidelines for Social Return on Investment.” California Management Review 46 (3): 116–135. doi:10.2307/41166224.
  • Liston-Heyes, C., P. V. Hall, N. Jevtovic, and P. R. Elson. 2017. “Canadian Social Enterprises: Who Gets the Non-earned Income?” VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations 28 (6): 2546–2568. doi:10.1007/s11266-016-9787-z.
  • Long, J. S., and J. Freese. 2006. Regression Models for Categorical and Limited Dependent Variables Using Stata. Second Edition. College Station, Texas: Stata Press.
  • Lyon, F., and H. Fernandez. 2012. “Strategies for Scaling up Social Enterprise: Lessons from Early Years Providers.” Social Enterprise Journal 8 (1): 63–77. doi:10.1108/17508611211226593.
  • Lyon, F., and L. Sepulveda. 2009. “Mapping Social Enterprises: Past Approaches, Challenges and Future Directions.” Social Enterprise Journal 5 (1): 83–94. doi:10.1108/17508610910956426.
  • Maas, K., and C. Grieco. 2017. “Distinguishing Game Changers from Boastful Charlatans: Which Social Enterprises Measure Their Impact?” Journal of Social Entrepreneurship 8 (1): 110–128. doi:10.1080/19420676.2017.1304435.
  • Mason, C. 2012. “Isomorphism, Social Enterprise and the Pressure to Maximise Social Benefit.” Journal of Social Entrepreneurship 3 (1): 74–95. doi:10.1080/19420676.2012.665382.
  • McCulloch, A., J. Mohan, and P. Smith. 2012. “Patterns of Social Capital, Voluntary Activity, and Area Deprivation in England.” Environment and Planning A 44 (5): 1130–1147. doi:10.1068/a44274.
  • McLoughlin, J., J. Kaminski, B. Sodagar, S. Khan, R. Harris, G. Arnaudo, and S. Mc Brearty. 2009. “A Strategic Approach to Social Impact Measurement of Social Enterprises: The SIMPLE Methodology.” Social Enterprise Journal 5 (2): 154–178. doi:10.1108/17508610910981734.
  • Millar, R., and K. Hall. 2013. “Social Return on Investment (SROI) and Performance Measurement: The Opportunities and Barriers for Social Enterprises in Health and Social Care.” Public Management Review 15 (6): 923–941. doi:10.1080/14719037.2012.698857.
  • Mohan, J. 2012. “Geographical Foundations of the Big Society.” Environment and Planning A 44 (5): 1121–1127. doi:10.1068/a44697.
  • Nicholls, A. 2010a. “The Legitimacy of Social Entrepreneurship: Reflexive Isomorphism in a Preparadigmatic Field.” Entrepreneurship Theory and Practice 34 (4): 611–633. doi:10.1111/j.1540-6520.2010.00397.x.
  • Nicholls, A. 2010b. “Institutionalizing Social Entrepreneurship in Regulatory Space: Reporting and Disclosure by Community Interest Companies.” Accounting, Organizations and Society 35 (4): 394–415. doi:10.1016/j.aos.2009.08.001.
  • O’Dwyer, B., and J. Unerman. 2007. “From Functional to Social Accountability: Transforming the Accountability Relationship between Funders and Non-governmental Development Organizations.” Accounting, Auditing & Accountability Journal 20 (3): 446–471. doi:10.1108/09513570710748580.
  • Osborne, S. P., Z. Radnor, and K. Strokosch. 2016. “Co-production and the Co-creation of Value in Public Services: A Suitable Case for Treatment?” Public Management Review 18 (5): 639–653. doi:10.1080/14719037.2015.1111927.
  • Peattie, K., and A. Morley. 2008. “Eight Paradoxes of the Social Enterprise Research Agenda.” Social Enterprise Journal 4 (2): 91–107. doi:10.1108/17508610810901995.
  • Podsakoff, P. M., S. B. MacKenzie, J.-Y. Lee, and N. P. Podsakoff. 2003. “Common Method Biases in Behavioral Research: A Critical Review of the Literature and Recommended Remedies.” Journal of Applied Psychology 88 (5): 879–903. doi:10.1037/0021-9010.88.5.879.
  • Powell, M. 2007. The Mixed Economy of Welfare and the Social Division of Welfare, 1–22. Policy Press: Bristol.
  • Powell, M., A. Gillett, and B. Doherty. 2019. “Sustainability in Social Enterprise: Hybrid Organizing in Public Services.” Public Management Review 21 (2): 159–186. doi:10.1080/14719037.2018.1438504.
  • Powell, M., and S. P. Osborne. 2020. “Social Enterprises, Marketing, and Sustainable Public Service Provision.” International Review of Administrative Sciences 86 (1): 62–79 doi:0020852317751244.
  • Pue, K. 2019. “Selling Out? A Cross-National Exploration of Nonprofit Retail Operations.” Nonprofit and Voluntary Sector Quarterly 48 (3): 0899764019877246. doi:10.1177/0899764019837599.
  • Rothschild, J. 2009. “Workers’ Cooperatives and Social Enterprise: A Forgotten Route to Social Equity and Democracy.” American Behavioral Scientist 52 (7): 1023–1041. doi:10.1177/0002764208327673.
  • Ryan, P. W., and I. Lyne. 2008. “Social Enterprise and the Measurement of Social Value: Methodological Issues with the Calculation and Application of the Social Return on Investment.” Education, Knowledge and Economy 2 (3): 223–237. doi:10.1080/17496890802426253.
  • Saebi, T., N. J. Foss, and S. Linder. 2019. “Social Entrepreneurship Research: Past Achievements and Future Promises.” Journal of Management 45 (1): 70–95.
  • Social Enterprise UK (2017). 2017 State of Social Enterprise. Accessed 15 April 2019. http://sewfonline.com/wp-content/uploads/2017/09/2017-State-of-Social-Enterprise.pdf.
  • Suchman, M. C. 1995. “Managing Legitimacy: Strategic and Institutional Approaches.” Academy of Management Review 20 (3): 571–610.
  • Sud, M., C. V. VanSandt, and A. M. Baugous. 2009. “Social Entrepreneurship: The Role of Institutions.” Journal of Business Ethics 85 (1): 201–216. doi:10.1007/s10551-008-9939-1.
  • Teasdale, S., P. Alcock, and G. Smith. 2012. “Legislating for the Big Society? The Case of the Public Services (Social Value) Bill.” Public Money & Management 32 (3): 201–208. doi:10.1080/09540962.2012.676277.
  • Tracey, P., and O. Jarvis. 2007. “Toward a Theory of Social Venture Franchising.” Entrepreneurship Theory and Practice 31 (5): 667–685. doi:10.1111/j.1540-6520.2007.00194.x.
  • VanSandt, C. V., M. Sud, and C. Marmé. 2009. “Enabling the Original Intent: Catalysts for Social Entrepreneurship.” Journal of Business Ethics 90 (3): 419–428. doi:10.1007/s10551-010-0419-z.

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.