Organisational ambidexterity and sustainable value co-creation in a social enterprise: The case of Social Bite

被引:1
作者
Brown, David M. [1 ]
Pattinson, Steven [2 ]
机构
[1] Heriot Watt Univ, Edinburgh Business Sch, Edinburgh EH14 4AS, Scotland
[2] Northumbria Univ, Newcastle Business Sch, London, England
关键词
organizational ambidexterity; sustainability; value co-creation; social enterprise; social entrepreneur; CONTEXTUAL AMBIDEXTERITY; INNOVATION; EXPLOITATION; EXPLORATION; PERFORMANCE; BUSINESS;
D O I
10.1177/14657503251320857
中图分类号
F [经济];
学科分类号
02 ;
摘要
This case focuses on the concept of organisational ambidexterity, its relevance to social entrepreneurs, and its contribution to sustainable value co-creation. It examines how social enterprises must adapt to newly emerging challenges while simultaneously delivering upon their core mission. A Chief Executive Officer recalls how he reacted swiftly to capitalise upon unanticipated opportunities without being deflected from vital routine operations. He was successful in significantly raising the profile - and consequently the economic and social sustainability - of his social enterprise by harnessing a sudden Public Relations opportunity. The case considers how organisational ambidexterity and 'agility' can contribute to social entrepreneurship. The concept is explored in the context of Social Bite, an Edinburgh-based social enterprise which provides housing, employment, food, and support to individuals facing homelessness. Finally, the case also considers the relationship between organisational ambidexterity and sustainable value co-creation.
引用
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页数:11
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