Market orientation, market disruptiveness capability and social enterprise performance: An empirical study from the United Kingdom

被引：120

作者：

Bhattarai, Charan Raj ^{[1
]}

Kwong, Caleb C. Y. ^{[1
]}

Tasavori, Misagh ^{[1
,2
]}

机构：

[1] Univ Essex, Essex Business Sch, Southend On Sea SS1 1LW, England

[2] Sharif Univ Technol, Tehran, Iran

来源：

JOURNAL OF BUSINESS RESEARCH | 2019年 / 96卷

关键词：

Market disruptiveness capability; Innovation; Market orientation; Social entrepreneurship; Social enterprise; Social performance; MEASURING SERVICE QUALITY; COMMON METHODS VARIANCE; RESOURCE-BASED VIEW; NONPROFIT ORGANIZATIONS; MISSION DRIFT; ENTREPRENEURIAL ORIENTATION; RADICAL INNOVATION; PATH DEPENDENCE; FINANCIAL PERFORMANCE; CUSTOMER SATISFACTION;

D O I：

10.1016/j.jbusres.2018.10.042

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

This study investigates whether and how the pursuit of certain commercial business practices such as market orientation and market disruptiveness capability improves both the economic performance and social performance of social enterprises. Based on the empirical data collected from 164 UK social enterprises, our results show that market orientation improves social performance and economic performance simultaneously, whereas market disruptiveness capability improves only the economic performance, not the social performance, of social enterprises. However, we found a positive interaction effect of market disruptiveness capability and market orientation on social performance, while its effect is negative on economic performance.

引用

页码：47 / 60

页数：14

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