Search results

Social entrepreneurship is a multidimensional construct, with social value creation lying at its core. Innovativeness and venturesomeness are the prominent decision-making characteristics that facilitate value creation by social enterprises (SEs). Sustainability goals can be attained better with synergistic operations of the two entities. Both SEs and SDGs aim at creating values for overall well-being, however discrepancies in interpreting and measuring the values created, leads to problems in achieving operational integration between the two.

This chapter comprehends the nature of values created by SEs. It further examines the scope and benefit of integration between SEs and SDGs for creating better value propositions. Methodology of the research included extant review of literature and relevant frameworks to comprehend concepts of SEs and SDGs. To examine practical aspects of value creation, in-depth interviews were conducted with social entrepreneurs. The chapter concludes that SDGs resonate strongly with work of many SEs due to the basic nature of their mission and objectives. However, there is ambiguity regarding how integration between the two entities can be effectively operationalized. The way forward for value creation through SEs-SDGs integration in post-COVID times is discussed. For sustenance and growth in complex times, along with emphasis on traditional values, SEs and SDGs will have to focus on creating strategic values through active collaboration and synergy. Impact reporting is critical, but additionally, core managerial and operational activities of SEs and SDGs must also orient cohesively. The chapter proposes an integrated framework for systematic alignment of SEs and SDGs missions, objectives, resource management, mobilization, networking etc. for purposeful collaborations.

This study aims to structure a model for integrating social value into strategic management based on identifying the critical success factors (CSF) for such integration in the investigated companies.

This research was based on the actor–network theory. Through a rigorous approach to the case study methodology in a two-stage process lasting 21 months, we carried out this study.

Companies that use the polyhedral social accounting model in their strategic management processes do so without a reference model. We identified CSF for integrating social value, which was incorporated into a protocol model based on stakeholder theory and the use of social accounting.

Practitioners can use the proposed model to maintain the alignment of strategic performance and purpose. Using social accounting based on indicators and financial proxies allows managers to incorporate social value into strategic management in terms of financial value.

The institutional demand for social information is based on the growing sensitivity of companies. Aligning social values with business strategies contributes to social sustainability.

This study focuses on an unresearched emerging phenomenon. Since the first approach to stakeholder theory, the development of a stakeholder-oriented strategy has faced the lack of a stakeholder accounting system. The polyhedral model of social accounting could help overcome this problem as it provides information that allows a novel and innovative method to make a stakeholder-oriented strategy effective.

This paper aims to explore how to quantify the social value generated by higher education from a social accounting perspective. The proposed approach is integrated social value (ISV) analysis, a social accounting model that considers both the economic value and the social value created by an organisation for its stakeholders.

The ISV analysis has been applied to Pompeu Fabra University, following a participatory action research process with representatives of the university and its stakeholders.

The final ISV includes not only the social value created through the university’s economic activity – captured by economic and financial accounting indicators – but also the specific social value created for the different stakeholders by means of non-market relationships, which were monetised through the use of indicators and financial proxies.

Like other social accounting methodologies, ISV analysis suffers from some limitations regarding data availability and economic pricing, that partly will be resolved with maturation of the methodology and increasing standardisation.

By using appropriate proxies, the non-market value of the university can be monetised and integrated with university’s market value. The social value results become a valuable tool for developing useful indicators for internal management and external communication.

The process of measuring the social value created by universities provides a way to meet the rising demands for greater accountability and transparency and facilitates engagement with stakeholders on how these institutions are contributing to a sustainable society.

ISV is a recently proposed social accounting model that combines an organisation’s economic and social results into a single concept of value creation and thus contributes to advance the field of social accounting.

To determine the new responsibility and new form of CSR required in an evolving ecosystem, this chapter covers the historical evolution of CSR including the various additional labels CSR has attracted, and its many surrogate, complementary, and alternative terms and themes. Some parties still view CSR as just a form of Philanthropy; however, current definitions for CSR involve many components, which have adapted over time. The new CSR definition provided by the European Commission in 2011, for example, mirrors some of the changes created by the inclusion of the sustainable development goals (SDGs) in 2015. The creation of shared and integrated value and the ongoing development of the social enterprise industry are further developments, alongside the growing trend toward B-Corp registration, the increasing emphasis on ‘business-for-purpose’ and the rise of the ‘be the change’ movement. This chapter discusses this journey and reveals how CSR has followed a cycle of social movements through several industrial revolutions. As we head toward the Fourth Industrial Revolution and usher in the new era for Globalization 4.0, this requires new business models, new labels, and new adaptations of CSR. These concepts are introduced in this chapter and developed further in later chapters.

The purpose of this paper is to assess higher education institutions’ (HEIs) social sustainability by applying Integrated Social Value (ISV) analysis to eight universities belonging to the Catalan Association of Public Universities in Spain.

ISV analysis is a social accounting methodology that considers both the economic value and the social value created for all the organisation’s stakeholders through a participatory and systematic process.

The authors have shown that ISV analysis can be effective to assess the impacts on social sustainability of HEIs. The monetised results facilitate understanding about the valued impacts and allow integration with the universities’ financial data.

The research advances the under-researched topic of social sustainability assessment in higher education.

Quantifying universities’ social impacts in monetary terms may help to transform conventional financial accounting and improve HEIs’ internal strategy and management according to sustainability principles.

The process of measuring the social value created by universities provides a way to meet the rising demands for greater accountability and transparency and facilitates engagement with stakeholders on how these institutions are contributing to sustainable development.

ISV analysis represents an innovative approach to assess how HEIs create benefits for its internal and external stakeholders and contribute to solutions to social challenges.

We contribute to the growing literature examining how social enterprises might best accommodate their hybrid structure when pursuing dual goals of social improvement and economic sustainability. Drawing on extant literature, the case is made for why synergy between the social and commercial business models that hybrid social enterprises employ should positively impact effectiveness in delivering organization outcomes. We then develop a method for comparing the synergy between the social and commercial business models employed within and across organizations, and test the method using a sample of seven social enterprises operating in different social fields. Results demonstrate that our method can be applied consistently across a range of social enterprise types and that variation in degree of synergy is considerable with overlap rates ranging from 9% to 77%. Using learning from this exploratory study, we develop propositions describing how and why social entrepreneurs develop business model synergy, the relationship between business model synergy and organizational performance, and suggest future research to test these propositions. Implications for theory development and practice are discussed.

This article examines the strategic actions of multinational corporations (MNCs) in creating social value at the base of the pyramid (BoP), providing insights into novel business models (BMs) and tactics employed for poverty alleviation.

This conceptual article links three relevant pieces of literature – creating shared value (CSV), the three-value creation logic and the three core values of social development – to analyze the current research and real-world examples of MNCs implementing the BoP BMs.

The article identifies four strategies and 11 tactics used by MNCs to adapt BMs elements (value proposition, value constellation and value capture) and generate social value at the different levels (coverture of basic needs, self-esteem and freedom from servitude) by following the distinct value creation logics (chain, shop and network).

This article provides a conceptual framework that links relevant literature and sheds light on the strategic actions that MNCs apply in their BMs to tackle the multidimensionality of poverty in the BoP markets.

This study aims to demonstrate the derivation of social sustainability metrics that guide the decision-making of hotel managers regarding sustainability strategies based on the case study of Hotel Tigaiga in the Canary Islands, using a noninstrumental approach of the stakeholder theory.

The analytic–synthetic method of integrated social value (ISV) was used. Data were collected through semi-structured interviews with the stakeholders’ representatives, direct observations and relevant documents.

Metrics referring to hotel outputs valued by stakeholders and expressed in monetary terms were obtained.

The findings cannot be directly applied to a similar hotel. Applying the ISV model to a set of similar hotels to standardize outputs and proxies is necessary.

The results can guide efforts to increase the effectiveness and efficiency of Hotel Tigaiga’s social sustainability strategies.

Research on measuring the sustainability of hotels in terms of generating maximum value for society is limited. This study is unique because it demonstrates the process of deriving comprehensible indicators to guide hotel managers toward social sustainability.

The purpose of this paper is to discuss and test the direct and indirect effects of utilitarian, hedonic and social values integrated into the theory of planned behaviour (TPB) to achieve a deeper understanding of consumers’ intention to adopt mobile commerce (MC) in the context of a developing country, Vietnam.

Based on self-administered survey data of 382 Vietnamese consumers, a structural equation modelling approach with latent constructs is used to test the hypotheses.

Perceived values explain consumer attitudes, subjective norms and behavioural intentions in the MC context. In particular, they help to increase the explained variance of the intention to adopt MC by about 9.58 per cent compared with the TPB. Finally, a cross-effect on consumer attitudes from subjective norms is also found.

Future studies would benefit from investigating other variables (e.g. innovativeness or trust) and using actual behaviour (e.g. online purchases).

Business managers should pay attention to different forms of consumer values to understand how and why consumers adopt MC in a developing country.

This study fills the gap in the literature by simultaneously investigating the role of utilitarian, hedonic and social value in a TPB model in the MC context.

European elite professional basketball clubs do not pursue economic profit maximization per se, but they also seek to create social value for stakeholders due to the community outreach and the emotional bonding that such organizations create. Here the purpose of this paper is to use an accounting system called social accounting to measure the social effects of an organization's activity in an effort to monetize and describe the holistic value created by these sports organizations for their stakeholders.

This study applies an adapted, redesigned social accounting using SPOLY methodology to two elite basketball clubs in the ACB League (Spanish First Division), in order to monetize their social value. This methodology integrates non-market social value (value created for stakeholders without a financial transaction) with market social value (value created for stakeholders through market transactions), by monetizing validated dimensions for non-market and market social value obtained via information provided by clubs and their financial statements.

Clubs create a quantifiable social value for stakeholders through non-market and market dimensions. Value creation is not merely restricted to securing financial profit for shareholders but rather takes on another dimension in which the various stakeholders receive a holistic value from clubs.

This study provides evidence that clubs generate a quantifiable social value for their stakeholders that complements their economic value. This can help clubs to set up their own narrative concerning value creation for stakeholders and enable them to convey and manage the overall distributed value for stakeholders.