Bringing the elephant into the room? Enacting conflict in collective prosocial organizing
E. Erin Powell,
Verena Bitzer and
Journal of Business Venturing, 2018, vol. 33, issue 5, 623-642
Cross-sector partnerships have the capacity to bring together partners from very different backgrounds and circumstances toward collective prosocial efforts. We conducted a longitudinal inductive field study of eight cross-sector partnerships formed as new ventures addressing a variety of fundamental social challenges in the context of deep inequality in post-Apartheid South Africa. This allowed us to develop theory and a process model that explains how some partnerships are able to achieve collective prosocial efforts while others engage in only one-sided efforts or become inactive. The key differences hinge on processes of enacting or failing to enact conflicting material interests among relevant stakeholders. Our results have implications for the inclusion of material interests in theories of cross-sector partnering and for our understanding of entrepreneurship under conditions of inequality. The theory we develop provides a platform for future research on collective prosocial organizing in the contexts that need it most.
Keywords: Entrepreneurship; Prosocial; Cross-sector partnership; Material interests (search for similar items in EconPapers)
References: View references in EconPapers View complete reference list from CitEc
Citations View citations in EconPapers (2) Track citations by RSS feed
Downloads: (external link)
Full text for ScienceDirect subscribers only
This item may be available elsewhere in EconPapers: Search for items with the same title.
Export reference: BibTeX
RIS (EndNote, ProCite, RefMan)
Persistent link: https://EconPapers.repec.org/RePEc:eee:jbvent:v:33:y:2018:i:5:p:623-642
Access Statistics for this article
Journal of Business Venturing is currently edited by S. Venkataraman
More articles in Journal of Business Venturing from Elsevier
Bibliographic data for series maintained by Dana Niculescu ().