Why Social Enterprises Resist or Collectively Improve Impact Assessment: The Role of Prior Organizational Experience and “Impact Lock-In”

Ormiston, J

Why Social Enterprises Resist or Collectively Improve Impact Assessment: The Role of Prior Organizational Experience and “Impact Lock-In”

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Publisher:: SAGE Publications
Publication Type:: Journal Article
Citation:: Business & Society, pp. 000765032211205-000765032211205

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Field	Value	Language
dc.contributor.author	Ormiston, J https://orcid.org/0000-0002-5295-0126
dc.date.accessioned	2022-08-29T01:27:23Z
dc.date.available	2022-08-29T01:27:23Z
dc.identifier.citation	Business & Society, pp. 000765032211205-000765032211205
dc.identifier.issn	0007-6503
dc.identifier.issn	1552-4205
dc.identifier.uri	http://hdl.handle.net/10453/161001
dc.description.abstract	<jats:p> This article examines how organizational experience influences social enterprise responses to impact assessment practices. Limited attention has been paid to why organizations resist or challenge impact assessment practices or how prior experience with impact assessment may shape organizational responses. The study draws on interviews with practitioners involved in social enterprise–impact investor dyads in Australia and the United Kingdom. The findings reveal that social enterprises enact either combative or collaborative responses in their relationships with impact investors based on past experiences with impact assessment. The study shows how more experienced social enterprises reach a state of impact lock-in—where they become committed to particular approaches to understanding, measuring, and reporting impact. The article contributes to the literature on impact assessment and impact investment by showing how organizational experience shapes divergent reactions to the demands imposed by impact investors, creating complementary forces of institutionalization and contestation of impact assessment practice. </jats:p>
dc.language	en
dc.publisher	SAGE Publications
dc.relation.ispartof	Business & Society
dc.relation.isbasedon	10.1177/00076503221120568
dc.rights	info:eu-repo/semantics/closedAccess
dc.rights	Jarrod Ormiston, Why Social Enterprises Resist or Collectively Improve Impact Assessment: The Role of Prior Organizational Experience and “Impact Lock-In”, Business & Society.Copyright: ©[2022](SAGE).DOI: https://doi.org/10.1177/00076503221120568
dc.rights	Elliot Williams, Arterial catheters for venous cannulation and injection of radiopaque contrast, The Journal of Vascular Access (2022) pp.1-2. Copyright ©[2021](SAGE).DOI: 10.1177/112972982110455
dc.subject	1503 Business and Management
dc.subject.classification	Business & Management
dc.title	Why Social Enterprises Resist or Collectively Improve Impact Assessment: The Role of Prior Organizational Experience and “Impact Lock-In”
dc.type	Journal Article
utslib.for	1503 Business and Management
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Provost
pubs.organisational-group	/University of Technology Sydney/Provost/TD School
utslib.copyright.status	closed_access	*
dc.date.updated	2022-08-29T01:27:22Z
pubs.publication-status	Published online

Abstract:

This article examines how organizational experience influences social enterprise responses to impact assessment practices. Limited attention has been paid to why organizations resist or challenge impact assessment practices or how prior experience with impact assessment may shape organizational responses. The study draws on interviews with practitioners involved in social enterprise–impact investor dyads in Australia and the United Kingdom. The findings reveal that social enterprises enact either combative or collaborative responses in their relationships with impact investors based on past experiences with impact assessment. The study shows how more experienced social enterprises reach a state of impact lock-in—where they become committed to particular approaches to understanding, measuring, and reporting impact. The article contributes to the literature on impact assessment and impact investment by showing how organizational experience shapes divergent reactions to the demands imposed by impact investors, creating complementary forces of institutionalization and contestation of impact assessment practice.

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http://hdl.handle.net/10453/161001