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In the organizational context of social enterprises, the viability of the primary social mission is put to the test when the founder leaves the organization. Yet the literature has remained… Click to show full abstract
In the organizational context of social enterprises, the viability of the primary social mission is put to the test when the founder leaves the organization. Yet the literature has remained silent on this important stage in the life of a social enterprise. We address this gap by conducting in‐depth case studies in the unexplored setting of India. Based on multiple interviews, field observations and archival data, we develop insights into the significance of “social entrepreneur centrality” in social enterprise founder succession, discuss its consequences, and review the effects of contextual influences. Contributions to social entrepreneurship research and practice are discussed.
Journal Title: Journal of Small Business Management
Year Published: 2019
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