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dc.contributor.authorAlexander, Een_US
dc.contributor.authorPhillips, Wen_US
dc.contributor.authorLee, Hen_US
dc.identifier.citationBritish Academy of Management Conference, Warwick, United Kingdom, 5th - 7th September 2017en_US
dc.descriptionBAM2017 Best Paper Awardsen_US
dc.description.abstractRecognizing that a core ability of a social enterprise is to collaborate with a range of partners, our study assesses how a social enterprise’s Community Identity moderates its ability to develop meaningful collaborative relationships with others outside the organization through which to deliver on its social mission objectives. We draw on the institutional logics and organizational identities literatures to develop the notion of a community identity as being coherent with the institutional logics that shape organizational practices to achieve legitimacy for this organizational form. We argue that social enterprises require an organizational identity that demonstrates its adherence to a normative, other-directedness that reflects its attention to societal goals that requires it to make clear its commitment to inclusive governance, transparent systems, and processes for engaging with a wide range of partners in order to address social needs.en_US
dc.description.sponsorshipDepartment of Management and Marketingen_US
dc.rightsPosted with permission.en_US
dc.rightsThe BAM2017 Conference Proceedings is available at Conference proceedings are restricted to active BAM members only.en_US
dc.subjectSocial enterpriseen_US
dc.subjectOrganizational identityen_US
dc.subjectInstitutional logicsen_US
dc.titleThe moderating effects of organizational identity on collaboration in social enterprisesen_US
dc.typeConference Paperen_US
dc.relation.conferenceBritish Academy of Management Conference [BAM]en_US
dc.description.validate201807 bcwhen_US
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