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Visionaries and Wayfinders: Deliberate and Emergent Pathways to Vision in Social Entrepreneurship

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Abstract

This study explores the pathways from the aspiration to make a difference in the world to vision and action of social entrepreneurs. Based on the qualitative analysis of interviews with 23 individuals who have pioneered institutions and initiatives around corporate responsibility, we find two predominant pathways to vision. The deliberate path starts with aspiration and moves through purpose toward a relatively intentional vision that ultimately leads to, and is subsequently informed by, action. The emergent path also begins with aspiration then moves directly to action and only retrospectively to a sense of a vision behind the actions taken. The emergent path, in which action precedes vision, is contrary to the dominant assumption that vision leads to action in an entrepreneurial context and may be further characterized as either inadvertent or developmental. In advancing a conceptual model of the vision–action or action–vision trajectories of social entrepreneurs, this study highlights the iterative nature of vision. This study also demonstrates the importance of considering formative experiences that contribute to the aspiration to make some kind of a difference in the world, a sense of purpose or intentions, and core values and beliefs in examining the ethicality of social entrepreneurship.

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Notes

  1. Given this study’s sample of social entrepreneurs who have led transformational change initiatives, we draw on Alvord and colleagues (Alvord et al. 2004) conceptualization of a successful outcome in social entrepreneurship and define this as the advancement of societal welfare through the implementation of system change.

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Acknowledgments

The authors would like to thank Pratima Bansal, Candida Brush, and anonymous reviewers for very helpful and insightful comments on earlier versions of this paper.

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Authors and Affiliations

  1. Boston College, Carroll School of Management, Chestnut Hill, MA, 02467, USA

    Sandra Waddock

  2. Northeastern University, D’Amore-McKim School of Business, Boston, MA, 02115, USA

    Erica Steckler

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  1. Sandra Waddock
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  2. Erica Steckler
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Correspondence to Erica Steckler.

Appendix

Appendix

  1. (1)

    Can you give me a little background on yourself, your current position, and a sense of how you got to this positive, i.e., a history or background about yourself?

  2. (2)

    As you moved through your career, to what extent were you guided by a specific vision v. simply taking advantage of opportunities to do new and different things as they arose? Probes (if needed):

    1. (a)

      If there is a vision, can you tell me about the nature of your vision? What is your vision? Toward what was it directed?

    2. (b)

      If no initial vision was present would you say that one has evolved now? What is it?

    3. (c)

      Can you explain how you think the world, society, your organization (as relevant) would be different were your vision achieved?

    4. (d)

      What is the fundamental purpose that you see behind this vision?

    5. (e)

      What issues, concerns, or opportunities led you to this vision?

  3. (3)

    What is your vision of a better world as it exists within the context of your work today? How has your vision changed over the years?

  4. (4)

    Can you give some details about the specific kinds of things that you’ve done to move toward achieving your vision? Probes (if needed):

    1. (a)

      E.g., what organizations or institutions have you been part of establishing or played a key role in building?

    2. (b)

      Can you give a sense of what the fundamental purposes of each institution you have initiated or built? How has each institution forwarded, if at all, your vision?

    3. (c)

      What failures did you meet along the way?

    4. (d)

      How did any failures affect you?

    5. (e)

      What collaborations have guided your thinking and implementation of the vision?

    6. (f)

      What writing, speaking, or other forms of communication have enabled you to get your message out?

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Waddock, S., Steckler, E. Visionaries and Wayfinders: Deliberate and Emergent Pathways to Vision in Social Entrepreneurship. J Bus Ethics 133, 719–734 (2016). https://doi.org/10.1007/s10551-014-2451-x

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