This article develops a multilevel model to explain social ventures’ organizational outcome. The study examines the relationships between entrepreneurs’ motivations and vision, ventures’ strategy and environment, ventures’ performance, and five-year survival of nascent Israeli firms. The findings suggest that an entrepreneur’s motivation is reflected in their vision, which in turn is transformed into their ventures’ strategies. Additionally, the environment is associated with entrepreneur’s motivations and strategies and success. The results show that the latter was the only predictor of a ventures five-year survival.
AldrichHE (1999) Organizations Evolving. Newbury Park, CA: SAGE.
2.
AldrichHZimmerC (1986) Entrepreneurship through social networks. In: AldrichH(ed.) Population Perspectives on Organizatons. Uppsala: Acta Universitatis Upsaliensis, 13–28.
3.
AlvordSHBrownDLLettsCW (2004) Social entrepreneurship and societal transformation. Journal of Applied Behavioral Science40(3): 260–282.
4.
AmitRGlostenLMullerE (1993) Challenges to theory development in entrepreneurship research. Journal of Management Studies30(5): 815–834.
5.
AustinJEStevensonHWei-Skillern (2006) Social and commercial entrepreneurship: The same, different or both?Entrepreneurship Theory and Practice30(1): 1–22.
6.
BagozziRPHeathertonTF (1994) A general approach to representing multifaceted personality constructs: Application to state self-esteem. Structural Equation Modeling1(1): 35–67.
7.
BanduraA (1986) Social Foundations of Thought and Action: A Social Cognitive Theory. Englewood Cliffs, NJ: Prentice-Hall.
8.
BarendsenLGardnerH (2004) Is the social entrepreneur a new type of leader?Leader to Leader34(1): 43–50.
9.
BaumJRLockeEASmithKG (2001) A multi-dimensional model of venture growth. Academy of Management Journal44(2): 292–303.
10.
BaumolWJ (1990) Entrepreneurship: Productive, unproductive, destructive. Journal of Political Economy98(5): 893.
11.
BhaveMP (1994) A process model of entrepreneurial venture creation. Journal of Business Venturing9(3): 223–242.
12.
BirdB (1989) Entrepreneurial Behavior. Glenview, IL: Scott Foresman & Company.
13.
BirleySWestheadP (1993) New venture environments – the owner-manager’s view. In: BirleySMacMillanI(eds) International Perspectives on Entrepreneurship Research. London: North-Holland.
14.
BirleySWestheadP (1994) A taxonomy of business start-up reasons and their impact on firm growth and size. Journal of Business Venturing9(1): 7–31.
BrockhausRHHorwitzPS (1985) The psychology of the entrepreneur. In: SextonDLSmilorRW (eds) The Art and Science of Entrepreneurship. Cambridge, MA: Ballinger.
18.
BrownTEKirschhoffBF (1997) The effects of resource availability and entrepreneurial orientation on firm growth. Frontiers of Entrepreneurship Research1997: 32–46.
19.
BrysonJM (1988) A strategic planning process for public and non-profit organizations. Long Range Planning21(1): 73–81.
20.
BygraveWD (1994) The entrepreneurial process. In: BygraveWDZacharakisA(eds) The Portable MBA in Entrepreneurship. Somerset, NJ: John Wiley & Sons.
21.
CarterNMStearnsTMReynoldsPDMillerBA (1994) New venture strategies: Theory development with an empirical base. Strategic Management Journal15(1): 21–41.
22.
ChandlerGHanksSH (1994) Founder competence, the environment, and venture performance. Entrepreneurship Theory and Practice18(Spring): 77–89.
23.
ChellE (2007) Social enterprise and entrepreneurship: Towards a convergent theory of the entrepreneurial process. International Small Business Journal25(1) 5–26.
24.
ChrismanJJBauerschmidtAHoferCW (1998) The determinants of new venture performance: An extended model. Entrepreneurship Theory and Practice23(1): 5–30.
25.
CovinJGSlevinDP (1990) New venture strategic posture, structure, and performance: An industry life cycle analysis. Journal of Business Venturing5(6): 123–135.
26.
CrosbyBCBrysonJM (2005) Leadership for the Common Good: Tackling Public Problems in a Shared-Power World. 2nd edn.San Francisco, CA: Jossey-Bass.
27.
DavidssonPHonigB (2003) The role of social and human capital among nascent entrepreneurs. Journal of Business Venturing18(3): 301–331.
28.
DavidssonP (2005) Nascent Entrepreneurship. Hanover, MA: Now Publishers.
29.
DeesJG (1998) Enterprising non-profits. Harvard Business Review76: 55–67.
30.
DeesJGEconomyP (2001) Social entrepreneurship. In: DeesJGEmersonJEconomyP (eds) Enterprising Nonprofits: A Toolkit for Social Entrepreneurs. New York: John Wiley & Sons.
31.
GartnerWB (1985) Conceptual framework for describing the phenomenon of new venture creation. Academy of Management Review10(4): 696–706.
32.
GartnerWB (1988) Who is an entrepreneur is the wrong question. American Small Business Journal (Spring): 11–31.
33.
GartnerWBBirleyS (2002) Introduction to the special issue on qualitative methods in entrepreneurship research. Journal of Business Venturing17(5): 387–395.
34.
GartnerWBMitchellTRVesperKH (1989) A taxonomy of new business ventures. Journal of Business Venturing4(3): 169–186.
35.
GidronBKatzH (1998) Defining the Nonprofit Sector: Israel. Beersheva: Israel Center for Third Sector Research and the Johns Hopkins University Comparative Nonprofit Sector Project.
36.
GidronBBarMKatzH (2004) The Israeli Third Sector in Israel: Between Welfare State and Civil Society. New York: Plenum Press.
37.
GreenbergerDSextonDL (1988) An interactive model of new venture initiation. Journal of Small Business Management26(3): 1–7.
38.
HannanMTFreemanJ (1977) The population ecology of organizations. American Journal of Sociology82(5): 929.
39.
HannanMTFreemanJ (1984) Structural inertia and organizational change. American Sociology Review49(2): 149–164.
HoggGHibbertSAQuinnT (2005) Social entrepreneurship: Understanding consumer motives for buying the big issue. Journal of Consumer Behaviour4(3): 159–172.
42.
JohnsonBR (1990) Toward a multidimensional model of entrepreneurship: The case of achievement motivation and the entrepreneur. Entrepreneurship Theory and Practice14(3): 39–54.
43.
KirkpatrickSAWoffordJCBaumRJ (2002) Measuring motive imagery contained in the vision statement. Leadership Quarterly13(2): 139–150.
44.
KorschingPFPeterJHungerJD (2001) Founder motivation and community context interaction in entrepreneurship for small city smart growth. In: ShafferRRyanW (eds) Proceedings of the 14th Conference on the Small City and Regional Community, University of Wisconsin–Stevens Point: Center for the Small City.
45.
LarwoodLFalbeCMKrigerMPMiesingP (1995) Structure and meaning of organizational vision. Academy of Management Journal38(3): 740–769.
46.
LarwoodLKrigerMPFalbeCM (1993) Organizational vision: An investigation of the vision construct-in-use of AACSB business. Group and Organization Management18(2): 214–236.
47.
LearnedKE (1992) What happened before the organization? A model of organizational formation. Entrepreneurship Theory and Practice17(Fall): 39–48.
48.
LichtensteinBBCarterNMDooleyKJGartnerWB (2007) Complexity dynamics of nascent entrepreneurship. Journal of Business Venturing22(2): 236–261.
49.
LightPC (2006) Searching for social entrepreneurs: Who they might be, where they might be found, what they do. ARNOVA Occasional Paper Series1(3): 13–37.
50.
LowMBMacMillanIC (1988) Entrepreneurship: Past research and future challenges. Journal of Management14(2): 139–151.
51.
LumpkinGTDessGG (1996) Clarifying the entrepreneurial orientation construct and linking it to performance. Academy of Management Review21(1): 135–172.
52.
MairJMartíI (2006) Social entrepreneurship research: A source of explanation, prediction, and delight. Journal of World Business41(1): 36–44.
53.
MartinRLOsbergS (2007) Social entrepreneurship: The case for definition. Stanford Social Innovation Review5(2): 28–39.
54.
McClellandDC (1961) The Achieving Society. Princeton, NJ: D. Van Nostrand.
55.
McDougallPRobinsonRB (1990) New venture strategies: An empirical identification of eight archetypes of competitive strategies for entry. Strategic Management Journal11(6): 447–467.
56.
McDougallPRobinsonRBDeNisiAS (1992) Modeling new venture performance: An analysis of new venture strategy, industry structure, and venture origin. Journal of Business Venturing7(4): 267–289.
57.
MillerDToulouseJM (1986) Chief executive personality, corporate strategy and structure in small firms. Management Science32(11): 1389–1409.
58.
MortSGWeerawardeenaJCarnegieK (2003) Social entrepreneurship: Towards conceptualisation. International Journal of nonprofit and voluntary sector marketing8(1): 76–88.
59.
MullinsJCardozoR (1993) New venture strategies and start-up environment: Concepts, measurement, and a research agenda. In: BirleySMacMillanI (eds) International Perspectives on Entrepreneurship Research. London: North-Holland.
60.
NaffzigerDWHornsbyJSKuratkoDF (1994) A proposed research model of entrepreneurial motivation. Entrepreneurship Theory and Practice18(3): 29–42.
61.
PeredoAMChrismanJJ (2006) Toward a theory of community-based enterprise. Academy of Management Review31(2): 309–328.
62.
PeredoAMMcLeanM (2006) Social entrepreneurship: A critical review of the concept. Journal of World Business41(1): 56–65.
63.
PorterME (1980) Competitive Strategy. New York: Free Press.
64.
RomanelliE (1989) Environments and strategies of organization start-up effects on early survival. Administrative Science Quarterly34(3): 369–387.
65.
RuvioARosenblattZHertz-LazarowitzR (2010) Vision of difference: Differentiating educational and business entrepreneurial vision. Leadership Quarterly.
66.
SandbergWR (1986) New Venture Performance: The Role of Strategy and Industry Structure. Lexington, MA: Lexington Books.
67.
SandbergWRHoferCW (1987) Improving new venture performance: The role of strategy, industry structure, and the entrepreneur. Entrepreneurship Theory and Practice16(3): 73–90.
68.
ScheinbergSMacMillanIC (1988) An 11 country study of motivations to start a business. In: Frontiers of Entrepreneurship Research. Wellesley, MA: Babson College.
SeelosCMairJ (2005) Social entrepreneurship: Creating new business models to serve the poor. Business Horizons48(3): 241–246.
71.
ShaneSVenkataramanS (2000) The promise of entrepreneurship as a field of research. Academy of Management Review25(1): 217–226.
72.
SharirMLernerM (2006) Gauging the success of social ventures initiated by individual social entrepreneurs. Journal of World Business41(1): 6–20.
73.
SilberIRosenhekZ (1999) The Historical Development of the Israeli Third Sector. Beersheva: Israeli Center for Third Sector Research.
74.
SolymossyE (1997) Push/pull motivations: Does it matter in venture performance? In: Frontiers of Entrepreneurship Research. Wellesley, MA: Babson College.
75.
StearnsTMCarterNMReynoldsPDWilliamsML (1995) New firm survival: Industry, strategy, and location. Journal of Business Venturing10(1): 23–42.
76.
StewartWHWatsonWCarlandJCCarlandJW (1998) A proclivity for entrepreneurship: A comparison of entrepreneurs, small business owners, and corporate managers. Journal of Business Venturing14(2): 189–214.
77.
ThompsonJLAlvyGLeesA (2000) Social entrepreneurship: A new look at the people and the potential. Management Decision38: 328–338.
78.
TsaiWMHMacMillanILowM (1991) Effects of strategy and environment of corporate venture success in industrial markets. Journal of Business Venturing6(1): 9–28.
79.
Van SlykeDMNewmanHK (2006) Venture philanthropy and social entrepreneurship in community redevelopment. Nonprofit Management and Leadership16(3): 345–368.
80.
VesalainenJPihkalaT (1999) Entrepreneurial identity, intentions and the effect of the push-factor. Academy of Entrepreneurship Journal5(2): 1–24.
81.
VerheulICarreeMSantarelliE (2009) Regional opportunities and policy initiatives for new venture creation. International Small Business Journal27(5): 608–625.
82.
WaddockSAPostJE (1991) Social entrepreneurs and catalytic change. Public Administration Review51: 393–407.
83.
WeerawardenaJMortGS (2006) Investigating social entrepreneurship: A multidimensional model. Journal of World Business41(1): 21–35.
84.
Wei-SkillernJAustinJELeonardHStevensonH (2007) Entrepreneurship in the Social Sector. Thousand Oaks, CA: SAGE.
85.
YoungDR (1985) Casebook of Management for Nonprofit Organizations: Entrepreneurship and Organizational Change in the Human Services. New York: Haworth Press.
86.
YoungDRSalamonLM (2002) Commercialization, social ventures, and for profit competition. In: SalamonLM (ed.) The State of Nonprofit America. Washington, DC: Brookings Institution Press.
