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Cited by 10Entrepreneurship Studies and InfluencesBusiness Strategies and InnovationCommunity Development and Social Impact

The DOI matches its Crossref record; 77 of the 77 references it cites were found in a registry or an index.

Pure and hybrid strategies in social enterprises: an empirical investigation

Salavou, Helen, Manolopoulos, Dimitris·2021·EuroMed Journal of Business
DOI 10.1108/emjb-05-2019-0068
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Abstract

Purpose: The purpose of this paper is to shift the idea of competitive strategy from the for-profit to the non-profit context and to explain how social enterprises (SEs) get advantages over competitors within and outside the social sector. Design/methodology/approach: Based upon a sample of 63 SEs located in Greece, the exploratory research employs factor analysis to answer which strategic options they have to compete. Subsequent analysis of variance and correlation analysis were performed to answer if competitive strategic options relate to impact SEs generate. Findings: The empirical findings identify and empirically validate a variety of strategic options based on four pure (low cost, low cost sustainability, low cost focus and differentiation focus) and one hybrid (efficient differentiation) types of competitive advantage. Additional evidence shows that hybrid compared to pure strategic options link more influentially to impact in terms of positive environmental, social and economic contributions. Research limitations/implications: Apart from providing some explanations of how mission-driven businesses compete, it helps widening the debate of pure vs hybrid strategies beyond the commercial sector. Contrary to what the authors already know, the evidence presented here shows that strategic purity and hybridization co-exist in the social sector. Originality/value: This is the first study with empirical evidence on competitive strategies from businesses in the third sector emphasizing how SEs ensure competitive advantage along with impact potential. Consequently, the authors respond to recent calls for more survey-based, quantitative evidence in the social entrepreneurship field.

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Research works printed but not linked: 9

  1. 2015, Guest editors’ introduction: governance and management of hybrid organizations, International Studies of Management & Organization, 45, 195
  2. 2016, Social Enterprises and their Eco-systems: Developments in Europe
  3. 2013, Social Economy and Social Entrepreneurship Social Europe Guide
  4. 1993, Assessing and exploring competitive advantage by ocean container carriers, Logistics and Transportation Review, 29, 275
  5. 1997, Cannibals with Forks: The Triple Bottom Line of 21st Century Business
  6. 2012, Business models of social enterprise: a design approach to hybridity, ACRN Journal of Entrepreneurship Perspectives, 1, 37
  7. 1980, Survival strategies in a hostile environment, Harvard Business Review, 58, 75
  8. 1978, Organizational Strategy, Structure and Process
  9. 1997, The Discipline of Market Leaders: Choose Your Customers, Narrow Your Focus, Dominate Your Market

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Metadata

Authors
Salavou, H., & Manolopoulos, D.
Affiliations
Athens University of Economics and Business (GR)
ORCID
Venue
EuroMed Journal of Business
Publisher
Emerald
Published
2019-08-09
Volume
16
Issue
3
Pages
274-289
ISSN
1450-2194 (ISSN-L)
DOI
10.1108/emjb-05-2019-0068
OpenAlex
W2970751020
Cited by
10
References
77
Citations by year
2025: 2 · 2024: 5 · 2022: 1 · 2021: 2
FWCI
1.26
Type
journal article
Language
en
Open access
closed
Licence
www.emerald.com/insight/site-policies (tdm)
Locations
EuroMed Journal of Business (publishedVersion)
Topics
  • Social Sciences › Business, Management and Accounting › Management of Technology and Innovation › Entrepreneurship Studies and Influences
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Business Strategies and Innovation
  • Social Sciences › Economics, Econometrics and Finance › Finance › Community Development and Social Impact
Keywords
social enterprises, competitive strategy, pure strategies, hybrid strategy, competitive advantage, low-cost strategy, differentiation strategy, focus strategy, sustainability, social impact, third sector, social entrepreneurship

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