Restaurants’ social enterprise business model: Three case studies

References

• Alegre, I., & Berbegal-Mirabent, J. (2016). Social innovation success factors: Hospitality and tourism social enterprises. International Journal of Contemporary Hospitality Management, 28(6), 1155–1176. doi:10.1108/IJCHM-05-2014-0231
   Web of Science ®Google Scholar
• Altinay, L., Sigala, M., & Waligo, V. (2016). Social value creation through tourism enterprise. Tourism Management, 54, 404–417. doi:10.1016/j.tourman.2015.12.011
   Web of Science ®Google Scholar
• Ansoff, I. (1988). New corporate strategy. New York, NY: Wiley.
   Google Scholar
• Baxter, P., & Jack, S. (2008). Qualitative case study methodology: Study design and implementation for novice researchers. The Qualitative Report, 13(4), 544–559.
   Google Scholar
• Borzaga, C., & Defourny, J. (2001). The Emergence of Social Enterprise. London, UK: Routledge.
   Google Scholar
• Cavalcante, S., Kesting, P., & Ulhoi, J. (2011). Business model dynamics and innovation: (re)Establishing the missing linkages. Management Decision, 49(8), 1327–1342. doi:10.1108/00251741111163142
   Web of Science ®Google Scholar
• Cyert, R., & March, J. (1963). Behavioral theory of the firm. Englewood Cliffs, New Jersey: Prentice-Hall.
   Google Scholar
• Denzin, N. K., & Lincoln, Y. S. (2000). The discipline and practice of qualitative research. Handbook of Qualitative Research, 2, 1–28.
   Google Scholar
• Doherty, B. (2009). Management for social enterprise. London, UK: SAGE.
   Google Scholar
• Doherty, B., Haugh, H., & Lyon, F. (2014). Social enterprise as hybrid organizations: A review and research Agenda. International Journal of Management Reviews, 16(4), 417–436. doi:10.1111/ijmr.12028
   Web of Science ®Google Scholar
• Dunkelberg, W., Moore, C., Scott, J., & Stull, W. (2013). Do entrepreneurial goals matter? Resource allocation in new owner-managed firms. Journal of Business Venturing, 28, 225–240. doi:10.1016/j.jbusvent.2012.07.004
   Web of Science ®Google Scholar
• Eisendhart, K. M. (1989). Building theory from case study research. Academy of Management Review, 14(4), 532–550.
   Web of Science ®Google Scholar
• Florin, J., & Schmidt, E. (2011). Creating shared value in the hybrid venture arena: A business model innovation perspective. Journal of Social Entrepreneurship, 2(2), 165–197. doi:10.1080/19420676.2011.614631
   Google Scholar
• Frow, P., & Payne, A. (2011). A stakeholder perspective of the value proposition concept. European Journal of Marketing, 45(1/2), 223–240. doi:10.1108/03090561111095676
   Web of Science ®Google Scholar
• Gates, L. (2010). Strategic planning with critical success factors and future scenarios. Retrieved May 10, 2017, from http://www.sei.cmu.edu/reports/10tr037.pdf
   Google Scholar
• GOV.UK. (2014). Community interest companies. Retrieved May 10, 2017, from https://www.gov.uk/government/organisations/office-of-the-regulator-of-community-interest-companies
   Google Scholar
• Hassanien, A., Dale, C., & Clarke, A. (2010). Hospitality Business Development. Oxford, UK: Elsevier.
   Google Scholar
• Iorglescu, M., & Ravar, S. (2015). The contribution of social enterprises to the development of tourism. The case of Romania. Procedia Economics and Finance, 32, 672–679. doi:10.1016/S2212-5671(15)01448-3
   Google Scholar
• Kline, C., Shah, N., & Rubright, H. (2014). Applying the positive theory of social entrepreneurship to understand food entrepreneurs and their operations. Tourism Planning & Development, 11(3), 330–342. doi:10.1080/21568316.2014.890126
   Google Scholar
• Kotler, P., Keller, K. L., & Burton, S. (2009). Marketing Management (8th ed.). Sydney: Pearson Education Australia.
   Google Scholar
• Kotter, J. (1990). A force for change: How leadership differs from management. New York, NY: Free Press.
   Google Scholar
• Kravva, V. (2014). Politicizing hospitality: The emergency food assistance landscape in Thessaloniki. Hospitality & Society, 4(3), 249–274.
   Google Scholar
• Lynch, P. A., Kozlowska, M., & Ritchie, M. (2004). Polish social firm hotel project: An international voluntary-public-private sector partnership in action. International Journal of Hospitality Management, 23(3), 255–271. doi:10.1016/j.ijhm.2003.11.002
   Google Scholar
• Manson, K., & Mouzas, S. (2012). Flexible business models. European Journal of Marketing, 46(10), 1340–1367. doi:10.1108/03090561211248062
   Web of Science ®Google Scholar
• MaRS. (2013a). Social enterprise marketing. Retrieved May 10, 2017, from http://www.marsdd.com/articles/identifying-target-customers-for-a-social-enterprise/
   Google Scholar
• MaRS. (2013b). Suppliers, distributors, partners for the social entrepreneur. Retrieved May 9, 2017, from http://www.marsdd.com/articles/suppliers-distributors-and-partners-for-the-social-entrepreneur/
   Google Scholar
• Michelini, L. (2012). Corporate social entrepreneurship and new business models in social innovation and new business models: Creating shared value in low-income markets. London, UK: Springer.
   Google Scholar
• Miles, M., & Huberman, M. (1994). Qualitative data analysis: An expanded sourcebook. New York, NY: SAGE.
   Google Scholar
• Mody, M., & Day, J. (2014). Rationality of social entrepreneurs in tourism: Max Weber and the sociology of tourism development. International Journal of Tourism Anthropology, 3(3), 227–244. doi:10.1504/IJTA.2014.059839
   Google Scholar
• Osterwalder, A., & Pigneur, Y. (2010). Business model generation: A handbook for visionaries, game changers, and challengers. Hoboken, New Jersey: John Wiley & Sons.
   Google Scholar
• Ou, Y., Vries, L., Wiesel, T., & Verhoef, P. (2013). The role of consumer confidence in creating customer loyalty. Journal of Service Research, 20(10), 1–16.
   Google Scholar
• Porter, M. (1985). Competitive advantage. New York, NY: Free Press.
   Google Scholar
• Rahman, M., & Hussain, M. (2012). Social business, accountability, and preformance reporting. Humanomics, 28(2), 118–132. doi:10.1108/08288661211228889
   Google Scholar
• Rensselaer Polytechnic Institute. (2013). Management styles. Retrieved April 20, 2017, from http://www.rpi.edu/dept/advising/free_enterprise/business_structures/management_styles.htm
   Google Scholar
• Robson, C. (1993). Real World Research: A Resource for Social Scientists and Practitioner Researchers. Oxford: Blackwell.
   Google Scholar
• Rubin, H. J., & Rubin, S. R. (2005). Qualitative interviewing: The art of hearing data (2nd ed.). London, UK: SAGE.
   Google Scholar
• Sakarya, S., Bodur, M., Yildirim-Öktem, Ö., & Selekler-Göksen, N. (2010). Social alliances: Business and social enterprise collaboration for social transformation. Journal of Business Research, 65, 1710–1720. doi:10.1016/j.jbusres.2012.02.012
   Web of Science ®Google Scholar
• Shafer, M., Smith, H., & Linder, J. (2005). The power of business models. Business Horizons, 48, 199–207. doi:10.1016/j.bushor.2004.10.014
   Google Scholar
• Sigala, M. (2016). Learning with the market: A market approach and framework for developing social entrepreneurship in tourism and hospitality. International Journal of Contemporary Hospitality Management, 28(6), 1245–1286. doi:10.1108/IJCHM-06-2014-0285
   Web of Science ®Google Scholar
• Sloan, P., Legrand, W., & Simons-Kaufmann, C. (2014). A survey of social entrepreneurial community-based hospitality and tourism initiatives in developing economies: A new business approach for industry. Worldwide Hospitality and. Tourism Themes, 6(1), 51–61. doi:10.1108/WHATT-11-2013-0045
   Google Scholar
• Social Enterprise Scotland. (2014). directory of scottish social enterprises. Retrieved February 15, 2014, from http://www.socialenterprisescotland.org.uk/our-story/directory/
   Google Scholar
• Social Enterprise UK. (2011). Social enterprise explained. Retrieved April 18, 2017, from https://www.socialenterprise.org.uk/Handlers/Download.ashx?IDMF=cb42b55c-0100-44e1-9008-792a64ddd17e
   Google Scholar
• Social Enterprise UK. (2012). What makes a social enterprise a social enterprise? Retrieved April 19, 2017, from https://www.socialenterprise.org.uk/Handlers/Download.ashx?IDMF=96f544c0-eb5c-404a-92a2-e040e49148f9
   Google Scholar
• Social Enterprise UK. (2015). A report on the state of social enterprise survey 2015. Retrieved April 18, 2017, from https://www.socialenterprise.org.uk/Handlers/Download.ashx?IDMF=828443a9-2f80-4c2a-ab2b-81befed6ed05
   Google Scholar
• Social Enterprise UK. (2016). What are social enterprises? Retrieved April 18, 2017, from https://www.socialenterprise.org.uk/Pages/FAQs/Category/FAQs
   Google Scholar
• Sorensen, H. (2012). Business development: A market-oriented perspective. Chichester, England: John Wiley & Sons.
   Google Scholar
• Stake, R. (1995). The art of case study research. Thousand Oaks, California: Sage.
   Google Scholar
• UnLtd. (2013). Understanding your target audience and defining your value proposition. Retrieved April 20, 2017, from http://unltd.org.uk/portfolio/3-6-understanding-your-target-audience-and-defining-your-value-proposition/
   Google Scholar
• Volkmann, C., Tokarski, K., & Ernst, K. (2012). social entrepreneurship and social business. Wiesbaden, Germany: Springer Gabler.
   Google Scholar
• Yin, R. (2003). Case study research: design and methods (3rd ed.). Thousand Oaks, California: Sage.
   Google Scholar
• Young, D., & Kim, C. (2015). Can social enterprises remain sustainable and mission- focused? Applying resiliency theory. Social Enterprise Journal, 11(3), 233–259. doi:10.1108/SEJ-02-2015-0005
   Web of Science ®Google Scholar
• Yunus, M. (2007). Creating a world without poverty: Social business and the future of capitalism. New York, NY: Public Affairs.
   Google Scholar
• Yunus, M. (2010). Building a social business: The new kind of capitalism that serves humanity’s most pressing needs. New York, NY: Public Affairs.
   Google Scholar
• Yunus, M., Bertrand, M., & Lehmann-Ortega, L. (2010). building social business models: Lessons from the Grameen Experience. Long Range Planning, 43, 308–325. doi:10.1016/j.lrp.2009.12.005
   Web of Science ®Google Scholar
• Zahra, S. A., & Wright, M. (2016). Understanding the social role of entrepreneurship. Journal of Management Studies, 53, 610–629. doi:10.1111/joms.12149
   Web of Science ®Google Scholar