Nonprofit organizations that engage in social enterprises can have difficulty reconciling the social service and business identities of their organization. In this exploratory qualitative interview study, we examine how social enterprises affect this organizational identity tension and how executive directors of nonprofits manage these multiple identities. Findings suggest that identity tension varied dependent upon the timing of conception of the social enterprise. Nonprofit leaders used different approaches to identity management and identity marketing for social enterprises: after conception and social enterprises: at conception. Initial guidance is provided about how nonprofits engaged in social enterprises can manage identity tension issues.
|Numero di pagine||27|
|Rivista||JOURNAL OF NONPROFIT & PUBLIC SECTOR MARKETING|
|Stato di pubblicazione||Pubblicato - 2010|
- Social enterprise