Organizational Capabilities and Social Entrepreneurship: A Fuzzy-set Approach
Purpose: The purpose of this paper is to identify the leading organizational capabilities of social enterprises and their empirical verification in terms of their simultaneous impact on social entrepreneurship. Design/Methodology/Approach: In this paper, a fuzzy set Qualitative Comparative Analysis (fs/QCA) was used to empirically analyze the complex relationships between a set of organizational capabilities and social entrepreneurship. These relationships were analyzed using data from selected social enterprises in Poland. Findings: The results indicated that there was no single condition that necessarily and exclusively contributed to high or low social entrepreneurship. However, the sufficiency analysis performed revealed several configurations of conditions (organizational capabilities) that lead to high and low outcomes for social entrepreneurship. Practical Implications: The main achievement of this research is the discovery of two configurations that lead to a high level of social entrepreneurship and one configuration of a low level of social entrepreneurship. This result is important for practice as it shows managers different combinations leading to social entrepreneurship. Importantly, by focusing on combining different organizational capabilities, it is possible to help formalization and encourage social entrepreneurship. Originality/Value: This paper not only presents the different organizational capabilities that influence social entrepreneurship, but also tries to find out how the interplay of these different capabilities creates alternative configurations that contribute to social entrepreneurship.