Journal of Social Entrepreneurship

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Journal of Social Entrepreneurship
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Understanding Value Creation in Social
Entrepreneurship: The Importance of
Aligning Mission, Strategy and Impact
Measurement
a

Jarrod Ormiston & Richard Seymour

a

a

The University of Sydney Business School, The University of
Sydney, Sydney, Australia
Version of record first published: 28 Oct 2011.

To cite this article: Jarrod Ormiston & Richard Seymour (2011): Understanding Value Creation in Social Entrepreneurship: The Importance of Aligning Mission, Strategy and Impact Measurement, Journal of Social Entrepreneurship, 2:2, 125-150

To link to this article: http://dx.doi.org/10.1080/19420676.2011.606331

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Journal of Social Entrepreneurship
Vol. 2, No. 2, 125–150, October 2011

Downloaded by [180.149.7.132] at 08:10 24 December 2012

Understanding Value Creation in Social
Entrepreneurship: The Importance of
Aligning Mission, Strategy and Impact
Measurement
JARROD ORMISTON & RICHARD SEYMOUR
The University of Sydney Business School, The University of Sydney, Sydney, Australia

ABSTRACT This paper explores and clarifies the significance of aligning mission, objectives and strategy with impact measurement in social entrepreneurship. We present a framework for understanding the value created by social entrepreneurs, presenting theoretical and practical insights into impact measurement. Drawing on case studies in Latin America, we suggest the presence of a ‘mission measurement paradox’ that affects social entrepreneurs in their attempts to measure social impact and understand value creation. The paradox suggests that social entrepreneurs are failing to evaluate their social impact with sufficient regard to their social mission. Preconceptions resulting from the use of traditional management approaches in social enterprises are presented, with guidance on how these can be avoided by both researchers and practitioners.

KEY WORDS: Social impact, social entrepreneurship, value creation, impact measurement, Latin America

Introduction
Through the generation of new, disruptive models for organising business activity, social entrepreneurs are emerging as increasingly common actors solving social and economic problems (Townsend and Hart 2008, Auerswald 2009). Social entrepreneurs are filling a void previously (partly) met by governments and non-profit organisations by implementing entrepreneurial Correspondence Address: Jarrod Ormiston, The University of Sydney Business School, The University of Sydney, Sydney, Australia. Email: jarrod.ormiston@sydney.edu.au ISSN 1942-0676 Print/1942-0684 Online/11/020125–26 Ó 2011 Taylor & Francis http://dx.doi.org/10.1080/19420676.2011.606331

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