Article2009

Scaling Social Entrepreneurial Impact

317 citations0/0 files storedCalifornia Management Review

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Entrepreneurship Studies and Influences Innovation and Socioeconomic Development Community Development and Social Impact

Abstract

Successful scaling of social impact by a social entrepreneurial organization is driven by its capabilities in seven areas, identified in this article by using the acronym SCALERS: Staffing, Communicating, Alliance-building, Lobbying, Earnings-generation, Replicating, and Stimulating market forces. The relative importance of each of these capabilities in driving scaling will depend on several situational contingencies, such as the labor needs of the organization or the public support attracted by its causes or programs. The article presents the logic, theory, and prior research that support the SCALERS model and cites examples of case experiences that are consistent with the model.

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References

1984Case Study Research: Design and Methods 2009Building theories from case study research 1991The pyramid of corporate social responsibility: Toward the moral management of organizational stakeholders 2007Strategy and society: the link between competitive advantage and corporate social responsibility 1987The Case Research Strategy in Studies of Information Systems 2002Case research in operations management 2005Social entrepreneurship research: A source of explanation, prediction, and delight 2006Social and Commercial Entrepreneurship: Same, Different, or Both?

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2015New Frontiers in Social Innovation Research 2010Different types of social entrepreneurship: The role of geography and embeddedness on the measurement and scaling of social value 2014From Caring Entrepreneur to Caring Enterprise: Addressing the Ethical Challenges of Scaling up Social Enterprises 2010The Institutionalization of Social Investment: The Interplay of Investment Logics and Investor Rationalities 2014Five Configurations for Scaling Up Social Innovation

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