Collective action in social entrepreneurial ventures: the role of shared meaning

Diana Nandagire Ntamu, Waswa Balunywa, Isa Nsereko and Godwin Kwemarira

Journal of Enterprising Communities: People and Places in the Global Economy, 2023, vol. 17, issue 6, 1539-1560

Abstract: Purpose - Social entrepreneurs engage in collective action to adapt and solve social problems in complex environments. Through collective action, they mobilise and access resources to create positive social change in local communities. While previous studies explain the role of social identity in promoting cooperation, this paper aims to examine shared meaning as a predictor of collective action in social entrepreneurial ventures (SEVs). This study was conducted among founders of SEVs focusing on their engagement in collective action. Design/methodology/approach - The study adopted a cross-sectional survey to achieve its objectives. The population comprised 558 SEVs registered with the Kampala Capital City Authority in Uganda. A sample size of 226 social ventures was determined using Krecjie and Morgan and participants were selected using the simple random sampling technique. The questionnaires were distributed by two research assistants, and 210 completed questionnaires were returned. Structural equation modelling was used to analyse survey data and test the study hypotheses. Findings - The study findings show that shared meaning in the form of teamwork and group efficacy predict collective action in SEVs. Research limitations/implications - The results have implications for social entrepreneurship researchers, practitioners and policymakers. Firstly, creating social ties by belonging to different groups in the community creates common understanding among social entrepreneurs and other actors fostering cooperation to solve problems in the local community. Secondly, understanding each other’s perspective well enough facilitates a shared view of social problems for combined action. Practical implications - SEVs should provide relevant information using the right channels in local communities to promote collaboration. Failure to use the right communication channels may prevent collective action. Managers in social ventures should allow for open information sharing between themselves and the partners that they work with to address social problems. This enables them to share both the good and bad feedback. It also enables the growth of teams and improves how they work. The teams should be developed with specific responsibilities so that everyone is clear on what they should do while addressing social problems. Originality/value - The researchers argue that shared meaning develops when social entrepreneurs interact with the local community and other stakeholders prompting joint action to address social problems. This study extends knowledge on collective action using the activity domain theory.

Keywords: Collective action; Social entrepreneurship; Social change; Shared meaning (search for similar items in EconPapers)
Date: 2023
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Persistent link: https://EconPapers.repec.org/RePEc:eme:jecpps:jec-06-2022-0086

DOI: 10.1108/JEC-06-2022-0086

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