Analysing the impact of organisation’s dual mission on the development of social projects and innovation
Journal of Organizational Change Management
ISSN: 0953-4814
Article publication date: 26 April 2022
Issue publication date: 24 May 2022
Abstract
Purpose
How does organisational mission affect the development of social entrepreneurship and social innovation? Based on the theoretical perspective of social innovation, the aim of this paper is to empirically analyse the impact of the organisation’s dual mission (social and economic) on social entrepreneurship and social innovation, as well as to discover the effect of the latter on the performance of organisations.
Design/methodology/approach
Using data from 213 social economy firms, the authors conduct an empirical test of hypotheses using structural equation modelling.
Findings
The empirical study shows that an organisation’s dual mission (social and economic) has a positive effect on social entrepreneurship. However, the results suggest that the creation of social innovations is based more on social dimensions than on the economic interest of companies. The results also confirm that companies willing to embark on social projects can develop new products or services that address social needs.
Originality/value
The findings not only supply empirical evidence that helps clarify the effects of economic and social missions on organisational performance but they also offer guidance to companies on the role of social innovation in strengthening organisations.
Keywords
Acknowledgements
The authors gratefully acknowledge the Ministerio de Economía, Industria y Competitividad of the Spanish Government for financing the research project ECO2017-88987-R (MINECO/FEDER; UE), co-financed from the European Union FEDER funds and Caja Murcia Foundation.
Citation
Valle-Mestre, L., Jiménez-Jiménez, D. and Manzanares-Martínez, D. (2022), "Analysing the impact of organisation’s dual mission on the development of social projects and innovation", Journal of Organizational Change Management, Vol. 35 No. 3, pp. 651-665. https://doi.org/10.1108/JOCM-03-2021-0090
Publisher
:Emerald Publishing Limited
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