A Typology of Competitive Strategies for Social Enterprises

Yosun, T; Cetindamar Kozanoglu, D

A Typology of Competitive Strategies for Social Enterprises

Yosun, T Cetindamar Kozanoglu, D

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Publisher:: Taylor and Francis Group
Publication Type:: Journal Article
Citation:: Journal of Social Entrepreneurship, 2023, pp. 1-36
Issue Date:: 2023-01-01

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Field	Value	Language
dc.contributor.author	Yosun, T
dc.contributor.author	Cetindamar Kozanoglu, D https://orcid.org/0000-0002-0457-3258
dc.date.accessioned	2022-11-14T00:00:26Z
dc.date.available	2022-11-14
dc.date.available	2022-11-14T00:00:26Z
dc.date.issued	2023-01-01
dc.identifier.citation	Journal of Social Entrepreneurship, 2023, pp. 1-36
dc.identifier.issn	1942-0676
dc.identifier.uri	http://hdl.handle.net/10453/163423
dc.description.abstract	This article tackles the limited theorising on social enterprises’ (SEs) decisions on the product or service mix, quality, pricing, and the targeted beneficiaries by proposing a typology of competitive strategies for them. The paper empirically observes how SEs react to the challenges faced by the marketisation of their fields. The context of this study is the supplementary education of the disabled in Turkey, a field where increased state coverage led to the entrance of many profit-focused counterparts. Based on a Grounded Theory methodology and a longitudinal dataset including ten cases, the study developed a unique typology comprising three competitive strategies, i.e., innovator, enforcer, and includer. The findings illustrate various strategic responses to heightened competition from incumbent SEs. However, deviation of these strategic responses from the typology appeared to be detrimental in the long-term. By shedding light on the intricacies of the hybrid nature of SEs and considering changes in their competitive environment over time, this study concludes with a summary of contributions to theory, practice, and policy.
dc.language	en
dc.publisher	Taylor and Francis Group
dc.relation.ispartof	Journal of Social Entrepreneurship
dc.relation.isbasedon	10.1080/19420676.2022.2148268
dc.rights	info:eu-repo/semantics/embargoedAccess
dc.rights	This is an Accepted Manuscript of an article published by Taylor & Francis in Journal of Social Entrepreneurship on 2022-11-23, available online: https://www.tandfonline.com/10.1080/19420676.2022.2148268.
dc.subject	1503 Business and Management, 1608 Sociology
dc.title	A Typology of Competitive Strategies for Social Enterprises
dc.type	Journal Article
utslib.location.activity	Turkey
utslib.for	1503 Business and Management
utslib.for	1608 Sociology
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology/School of Professional Practice and Leadership
utslib.copyright.status	open_access	*
pubs.consider-herdc	true
utslib.copyright.embargo	2024-05-22T00:00:00+1000Z
dc.date.updated	2022-11-14T00:00:24Z
pubs.publication-status	Accepted

Abstract:

This article tackles the limited theorising on social enterprises’ (SEs) decisions on the product or service mix, quality, pricing, and the targeted beneficiaries by proposing a typology of competitive strategies for them. The paper empirically observes how SEs react to the challenges faced by the marketisation of their fields. The context of this study is the supplementary education of the disabled in Turkey, a field where increased state coverage led to the entrance of many profit-focused counterparts. Based on a Grounded Theory methodology and a longitudinal dataset including ten cases, the study developed a unique typology comprising three competitive strategies, i.e., innovator, enforcer, and includer. The findings illustrate various strategic responses to heightened competition from incumbent SEs. However, deviation of these strategic responses from the typology appeared to be detrimental in the long-term. By shedding light on the intricacies of the hybrid nature of SEs and considering changes in their competitive environment over time, this study concludes with a summary of contributions to theory, practice, and policy.

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http://hdl.handle.net/10453/163423