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Social enterprise emergence from social movement activism: the Fairphone case

Research output: Contribution to Journal/Magazine › Journal article › peer-review

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Social enterprise emergence from social movement activism: the Fairphone case. / Akemu, Ona; Whiteman, Gail; Kennedy, Steve.
In: Journal of Management Studies, Vol. 53, No. 5, 07.2016, p. 846-877.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Akemu, O, Whiteman, G & Kennedy, S 2016, 'Social enterprise emergence from social movement activism: the Fairphone case', Journal of Management Studies, vol. 53, no. 5, pp. 846-877. https://doi.org/10.1111/joms.12208

APA

Akemu, O., Whiteman, G., & Kennedy, S. (2016). Social enterprise emergence from social movement activism: the Fairphone case. Journal of Management Studies, 53(5), 846-877. https://doi.org/10.1111/joms.12208

Vancouver

Akemu O, Whiteman G, Kennedy S. Social enterprise emergence from social movement activism: the Fairphone case. Journal of Management Studies. 2016 Jul;53(5):846-877. Epub 2016 Mar 21. doi: 10.1111/joms.12208

Author

Akemu, Ona ; Whiteman, Gail ; Kennedy, Steve. / Social enterprise emergence from social movement activism : the Fairphone case. In: Journal of Management Studies. 2016 ; Vol. 53, No. 5. pp. 846-877.

Bibtex

@article{1ffc287945fa4e1d9d5e3b83a957627a,
title = "Social enterprise emergence from social movement activism: the Fairphone case",
abstract = "Effectuation theory invests agency—intention and purposeful enactment—for a new venturecreation in the entrepreneurial actor(s). Based on the results of a 15-month in-depthlongitudinal case study of Amsterdam-based social enterprise Fairphone, we argue thateffectual entrepreneurial agency is co-constituted by distributed agency, the proactive conferralof material resources and legitimacy to an eventual entrepreneur by heterogeneous actorsexternal to a new venture. In the context of social movement activism, we show how aneffectual network pre-committed resources to an inchoate social enterprise to produce amaterial artefact because it symbolised moral values of network members. We develop a modelof social enterprise emergence based on these findings. We theorise the role of materialartefacts in effectuation theory and suggest that, in the case, the artefact served as a boundaryobject, present in multiple social words and triggering commitment from actors not governedby hierarchical arrangements.",
keywords = "Social entrepreneurship, effectuation, distributed agency, material artefacts, social movement, longitudinal case study",
author = "Ona Akemu and Gail Whiteman and Steve Kennedy",
year = "2016",
month = jul,
doi = "10.1111/joms.12208",
language = "English",
volume = "53",
pages = "846--877",
journal = "Journal of Management Studies",
issn = "0022-2380",
publisher = "Wiley-Blackwell",
number = "5",

}

RIS

TY - JOUR

T1 - Social enterprise emergence from social movement activism

T2 - the Fairphone case

AU - Akemu, Ona

AU - Whiteman, Gail

AU - Kennedy, Steve

PY - 2016/7

Y1 - 2016/7

N2 - Effectuation theory invests agency—intention and purposeful enactment—for a new venturecreation in the entrepreneurial actor(s). Based on the results of a 15-month in-depthlongitudinal case study of Amsterdam-based social enterprise Fairphone, we argue thateffectual entrepreneurial agency is co-constituted by distributed agency, the proactive conferralof material resources and legitimacy to an eventual entrepreneur by heterogeneous actorsexternal to a new venture. In the context of social movement activism, we show how aneffectual network pre-committed resources to an inchoate social enterprise to produce amaterial artefact because it symbolised moral values of network members. We develop a modelof social enterprise emergence based on these findings. We theorise the role of materialartefacts in effectuation theory and suggest that, in the case, the artefact served as a boundaryobject, present in multiple social words and triggering commitment from actors not governedby hierarchical arrangements.

AB - Effectuation theory invests agency—intention and purposeful enactment—for a new venturecreation in the entrepreneurial actor(s). Based on the results of a 15-month in-depthlongitudinal case study of Amsterdam-based social enterprise Fairphone, we argue thateffectual entrepreneurial agency is co-constituted by distributed agency, the proactive conferralof material resources and legitimacy to an eventual entrepreneur by heterogeneous actorsexternal to a new venture. In the context of social movement activism, we show how aneffectual network pre-committed resources to an inchoate social enterprise to produce amaterial artefact because it symbolised moral values of network members. We develop a modelof social enterprise emergence based on these findings. We theorise the role of materialartefacts in effectuation theory and suggest that, in the case, the artefact served as a boundaryobject, present in multiple social words and triggering commitment from actors not governedby hierarchical arrangements.

KW - Social entrepreneurship

KW - effectuation

KW - distributed agency

KW - material artefacts

KW - social movement

KW - longitudinal case study

U2 - 10.1111/joms.12208

DO - 10.1111/joms.12208

M3 - Journal article

VL - 53

SP - 846

EP - 877

JO - Journal of Management Studies

JF - Journal of Management Studies

SN - 0022-2380

IS - 5

ER -