Session 226

Trust, loyalty, compassion: The role of resources in balancing multiple objectives

Track C

Date: Tuesday, October 6, 2015


Time: 15:45 – 17:00

Common Ground

Room: Plaza Court 5


  • Carlo Salvato, Bocconi University

Title: Creative Construction: How do Grassroots Social Entrepreneurs Overcome Resource Contraints and Innovate?


  • Soumodip Sarkar, University of Evora

Abstract: A shift in the entrepreneurial landscape is taking place brought about by grassroots entrepreneurs, with little formal education and technological knowhow, living and working in penurious environments. This research aims to understand how grassroots social entrepreneurs using parsimonious resources are able to craft innovative solutions. Using a framework drawn from distinct strands of literature, inductive methodology is used based on from eight cases of grassroots social entrepreneurs. The research intends contributes to theory, by exploring the phenomenon of creative construction of resource scarce entrepreneurs.

Title: Loyalty and Commitment of Nonfamily Employees: Competitive Advantage for Family Firms?


  • Michael Nippa, Free University of Bozen-Bolzano

Abstract: Starting with a review of the current state-of-the-art of strategic management research in the context of family business we address important research gaps, namely the need for shedding light on processes how family firms may develop and leverage unique resources and competitive capabilities as well as the understudied role of nonfamily employees characteristics. Applying a multi-level, transdisciplinary and multi-method approach we develop a model and methodology to test the assumption that family firms may gain a substantial competitive advantage through developing a workforce that is characterized by exceptional degrees of loyalty and commitment. Based upon it, we will conduct respective surveys in the upcoming months that enable us to supplement the research model with empirical results until summer

Title: The Community Supported Agriculture (CSA) cooperation in France: An Alternative Distribution Channel for the Agricultural Entrepreneur


  • Sonia Aissaoui, Le Havre University
  • Pascale Bueno Merino, Normandy Business School
  • Samuel Grandval, Le Havre University

Abstract: The CSA cooperation is entrepreneurial by nature because of the shared risk-taking it entails for an agricultural producer and a group of consumers members of a Community Supported Agriculture (“CSA”) association. Indeed, the consumers buy in advance a share of the harvest and go each week to a unique distribution place to get their basket of fresh produce. The aim of this article is to analyze the entrepreneurial stakes and the governance mechanisms of this particular form of solidarity partnership, by focusing on the French case. More precisely, we will try to determine the respective roles of trust and contract in the sustainability of the CSA cooperation.

Title: The Heterogeneity of Social Entrepreneurship Ventures and a Contingency Perspective on Dual Objectives


  • Lien De Cuyper, Imperial College London

Abstract: This study focuses on social entrepreneurship ventures and how they balance economic and social objectives. We propose a framework and typology based on an inductive study of 11 cases. We distinguish between four types of social ventures and find that two contingencies impact on how they deal with dual objectives: the hierarchical order of objectives and the relation between customers and beneficiaries. We find that when customers and beneficiaries overlap, social ventures integrate dual objectives on the practice level, thereby crafting new behavior, practices and forms. Instead, when customers and beneficiaries differ, the ventures have the ability to adopt intact practices and forms. We add to the existing literature by providing insight in the heterogeneity of the field and by allowing for a more fine-grained understanding of the organizational approaches that enable social and economic objectives to co-exist.

Title: When Compassion Creates Suffering: Compassion Competence As A Social Dilemma


  • Darcy Fudge Kamal, Chapman University
  • Matthew McCarter, University of Texas - San Antonio

Abstract: Prior literature established that compassion organizing leads to better individual, organizational, and societal welfare. However, management scholars have largely overlooked the effectiveness of compassion organizing as a collective action problem within a larger system that constitutes a nested social dilemma. The interdependence among those organizations giving and receiving compassion can lead to unintentional cooperation failure that harms the welfare of the giver, receiver, or both. Drawing from social dilemma and organizational interpretive systems frameworks, we examine how compassion competency failures unintentionally create more suffering. We posit that mis-interpretation of interdependence, limited scopes of consequence, and value asymmetry between the giver and receiver negatively affect the compassionate organization. We propose compassion competencies arise between givers and receivers by inversion, asking how can the firm cause harm?

All Sessions in Track C...

Sun: 11:15 – 12:30
Session 47: On the Emerging B Corp Phenomenon and the Future of Capitalism
Sun: 16:15 – 17:30
Session 223: Hybrid organizations and business model heterogeneity
Mon: 08:00 – 09:15
Session 39: Who is a stakeholder?
Mon: 11:15 – 12:30
Session 34: New Explanations of Contextual Differences in CSR
Session 222: Profit and nonprofit organizations: Patterns of collaboration and competition
Mon: 13:45 – 15:00
Session 224: Balancing profit and nonprofit objectives across different business models
Tue: 08:00 – 09:15
Session 43: First Principles in Creating Value: Stakeholder Theory
Tue: 11:00 – 12:15
Session 225: Institutional logics, legitimacy, and embeddedness in profit and nonprofit organizations
Tue: 15:45 – 17:00
Session 46: Accidents, Disasters, and Stakeholder Demands
Session 93: Blending CSR, Non-Profit, Symbolic Management and Practitioner Focus Perspectives
Session 226: Trust, loyalty, compassion: The role of resources in balancing multiple objectives

Strategic Management Society