Found 10 article(s) for author 'Julie Battilana'

Problem, person and pathway: a framework for social innovators

Problem, person and pathway: a framework for social innovators. Julie Battilana, June 28, 2019, Book Chapter, “As the appetite for learning about social innovation intensifies, how can we better prepare practitioners for the work of addressing the world’s pressing social problems at the relevant scale? This chapter presents the “3P” framework developed by the authors to help address this challenge, grounded in their experience of researching, teaching, and advising social innovators around the world. In this framework, the authors propose three key lenses to help social innovators contribute to social change, unpacking the nature of: the problem at hand, the person pursuing change, and the pathway to change. Considering the alignment of these 3Ps provides an organizing template for social innovators to think about how they can effectively contribute to solving social problems. The authors illustrate how they engage new and experienced social innovators in this learning journey by discussing their pedagogical approach as educators. In conclusion, they discuss future research directions to help address unanswered questions.Link

Tags: , , ,

Cracking the organizational challenge of pursuing joint social and financial goals: Social enterprise as a laboratory to understand hybrid organizing

Cracking the organizational challenge of pursuing joint social and financial goals: Social enterprise as a laboratory to understand hybrid organizing. Julie Battilana, 2018, Paper, “While in recent decades the social and business sectors have evolved on fairly separate tracks, today companies are increasingly expected to generate social value in addition to profit. As a result, they also increasingly face the distinct challenge of pursuing social and financial goals at the same time. Social enterprises have a great deal of experience dealing with this challenge, as hybrid organizations that combine aspects of typical businesses (undertaking commercial activity) and not-for-profit organizations (pursuing a social mission). In this essay, I discuss my research, as well as that of others, on social enterprises, with the objective of tracing my perspective on the current state of knowledge regarding social enterprises and their capacity to pursue joint social and financial goals over time.Link

Tags: , , , , ,

New Prospects for Organizational Democracy?: How the Joint Pursuit of Social and Financial Goals Challenges Traditional Organizational Designs

New Prospects for Organizational Democracy?: How the Joint Pursuit of Social and Financial Goals Challenges Traditional Organizational Designs. Julie Battilana, 2018, Book Chapter, “Some interesting exceptions notwithstanding, the traditional logic of economic efficiency has long favored hierarchical forms of organization and disfavored democracy in business. What does the balance of arguments look like, however, when values besides efficient revenue production are brought into the picture? The question is not hypothetical: In recent years, an ever increasing number of corporations have developed and adopted socially responsible behaviors, thereby hybridizing aspects of corporate businesses and social organizations. We argue that the joint pursuit of financial and social objectives warrants significant rethinking of organizational democracy’s merits compared both to hierarchy and to non-democratic alternatives to hierarchy.Link

Tags: , , , , , , , ,

Should You Agitate, Innovate, or Orchestrate?

Should You Agitate, Innovate, or Orchestrate? Julie Battilana, September 18, 2017, Opinion, “When Marie Trellu-Kane observed increased fragmentation across social and economic lines in France, and increasing youth unemployment, she could not help but respond. In 1994, along with Lisbeth Shepherd and Anne-Claire Pache, she cofounded Unis-Cité, a nonprofit that launched France’s first youth service program, modeled after City Year in the United States. Still the president of Unis-Cité in 2017, Trellu-Kane recalled, “We were 23 [years old] at the time, so we created the organization that we wished would have existed to satisfy our own desires to act on the problems of exclusion and inequality.Link

Tags: , , ,

Blurring the Boundaries: The Interplay of Gender and Local Communities in the Commercialization of Social Ventures

Blurring the Boundaries: The Interplay of Gender and Local Communities in the Commercialization of Social Ventures. Lakshmi Ramarajan, Julie Battilana, August 23, 2017, Paper, “This paper examines the critical role of gender in the commercialization of social ventures. We argue that cultural beliefs about what is perceived to be appropriate work for each gender influence how founders of social ventures incorporate commercial activity into their ventures. Specifically, we argue and show that although cultural beliefs that disassociate women from commercial activity may result in female social venture founders being less likely to use commercial activity than their male counterparts, these effects are moderated by cultural beliefs about gender and commercial activity within founders’ local communities. The presence of female business owners in the same community mitigates the role of founders’ gender on the use of commercial activity.Link

Tags: , , , , , , ,

Swinging between Moral and Market Imperatives

Swinging between Moral and Market Imperatives. Julie Battilana, 2017, Paper, “Financial institutions with religious affiliations are active participants in the financial market, engaging in various risky financial behaviors, yet existing studies of religion and risk preferences yield inconsistent findings. Informed by institutional theory, we argue that moral imperatives are foundational for religious organizations’ identity; as such, the nature of the risky financial behaviors in which religious financial institutions engage matters. By examining religious credit unions’ engagement in the risky financial product- private- label mortgage-backed security (PMBS), we argue that religious credit unions shun financial products associated with deception, greed, and excessive value extractions that clash with the core moral principles of probity, justice, and trust that are fundamental to religious identity.Link

Tags: , , , , , , ,

Vox Capital: Pioneering Impact Investing in Brazil

Vox Capital: Pioneering Impact Investing in Brazil. Julie Battilana, January 2017, Case, “Vox Capital was the first certified impact investing fund in Brazil. Founded in 2009, it provides early-stage capital for companies offering innovative and scalable solutions to enhance the lives of low-income Brazilians, while aiming to simultaneously generate attractive market-rate financial returns for investors. This case examines the evolution of Vox Capital, across understanding the landscape, launching, raising funds, selecting investees, structuring deals, building investee capacities, tracking performance, developing internal systems, and advancing the field of impact investing.Link

Tags: , , , , , , , ,

Harnessing Productive Tensions in Hybrid Organization: The Case of Work Integration Social Enterprises

Harnessing Productive Tensions in Hybrid Organization: The Case of Work Integration Social Enterprises. Julie Battilana, November 11, 2014, Paper. “We examine the factors that influence the social performance of hybrid organizations that pursue a social mission, and sustain their operations through commercial activities, by studying work integration social enterprises (WISEs). We argue that social imprinting and economic productivity are both important drivers of WISEs’ social performance. However, there is a paradox inherent in the social imprinting of WISEs…” May require purchase or user account. Link

Tags: , ,

The Sustainability Accounting Standards Board

The Sustainability Accounting Standards Board. Julie Battilana, May 2014, Case. “In 2014, as the Sustainability Accounting Standards Board (SASB) has just brought former New York City Mayor Michael Bloomberg on as chairman of the board, Jean Rogers, founder and CEO struggles with how best to ensure the nonprofit’s financial sustainability while pushing for broad acceptance of its nonfinancial accounting metrics…” May require purchase or user account. Link Verified October 12, 2014

Tags: , , , , , , , , ,

The Network Secrets of Great Change Agents

The Network Secrets of Great Change Agents. Julie Battilana, July 2013, Opinion. “Change is hard, especially in a large organization. Yet some leaders succeed—often spectacularly—at transforming their workplaces. What makes them able to exert this sort of influence when the vast majority can’t? The authors tracked 68 change initiatives in the UK’s National Health Service, an organization whose size, complexity, and tradition can make reform difficult. They discovered several predictors of change agents’ success—all of which emphasize the importance of networks of personal relationships…” Link Verified October 12, 2014

Tags: , , , , ,