Leading in social entrepreneurship: Developing organizational resources in confrontation with paradoxes

Laura Galuppo, Mara Gorli, Giuseppe Scaratti, Benjamin N. Alexander

Risultato della ricerca: Contributo in libroChapter

4 Citazioni (Scopus)

Abstract

The purpose of this chapter is to examine how leaders furthered the development of a social enterprise in response to paradoxes. Data on leadership practices were collected through interviews and observations in an Italian Healthcare network over the organization’s first two years. The data indicate that leaders addressed paradoxes in developing several critical resources by using both top-down influence and bottom-up participation. Leaders used topdown practices to further organizational development along a known path when they could leverage technical expertise or a vision to address a source of tension. Bottom-up practices, on the other hand, permitted the discovery of new paths that had not been previously identified. Leaders leveraged such responses where tensions appeared intractable. Implications for managers and organizational development and change practitioners are discussed.
Lingua originaleEnglish
Titolo della pubblicazione ospiteResearch in Organizational Change and Development
EditorA Shani, D Noumar
Pagine167-186
Numero di pagine20
Volume27
DOI
Stato di pubblicazionePubblicato - 2019

Serie di pubblicazioni

NomeRESEARCH IN ORGANIZATIONAL CHANGE AND DEVELOPMENT

Keywords

  • Healthcare
  • Leadership
  • Organizational development
  • Paradoxes
  • Social entrepreneurship
  • Stakeholder engagement

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