Purpose
Social enterprises have proven to play a vital role in the transitions towards inclusive labour markets and sustainable economies. Yet, they often struggle to flourish within traditional economic systems due to the dual mission of pursuing social and commercial goals, leading to inherent tensions for social entrepreneurs. This study aims to explore tensions within Work Integration Social Enterprises (WISEs) arising from their dual mission and engagement with
multiple stakeholders.
Methodology
Interviews with representatives from 10 Dutch WISEs were conducted to understand their day-to-day challenges. The typology by Smith and Lewis (2011), focusing on learning, belonging, organising, and performing tensions, was used for data analysis.
Findings
The study reveals tensions between social impact and commercial viability, with
organizational challenges being predominant. Also, there's an observed temporal pattern in tension prominence: early stages emphasize belonging, organising, and performing tensions, while learning tensions become more prominent as enterprises mature.
Originality
This study offers insights into tensions within WISEs, highlighting the complexity of managing multiple identities in a multi-stakeholder context. By drawing on practical experiences, it contributes nuanced understanding to existing literature.
Document (PDF)
Other
