How to Keep Track on Impact Investing Promises: Exploring the Potentials of New Governance Schemes

Jérémy Lévêque (), Thomas Enjalbert (), Kevin Levillain () and Blanche Segrestin ()
Additional contact information
Jérémy Lévêque: CGS i3 - Centre de Gestion Scientifique i3 - Mines Paris - PSL (École nationale supérieure des mines de Paris) - PSL - Université Paris Sciences et Lettres - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique
Thomas Enjalbert: CGS i3 - Centre de Gestion Scientifique i3 - Mines Paris - PSL (École nationale supérieure des mines de Paris) - PSL - Université Paris Sciences et Lettres - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique
Kevin Levillain: CGS i3 - Centre de Gestion Scientifique i3 - Mines Paris - PSL (École nationale supérieure des mines de Paris) - PSL - Université Paris Sciences et Lettres - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique
Blanche Segrestin: CGS i3 - Centre de Gestion Scientifique i3 - Mines Paris - PSL (École nationale supérieure des mines de Paris) - PSL - Université Paris Sciences et Lettres - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique

Post-Print from HAL

Abstract: Impact investing is gaining momentum but still calls for an examination of how such a promise regarding the allocation of capital toward social and environmental goals can be kept on track. This paper explores the role and different levers of governance, particularly formal structures, in the advancement of impact investing. Through a focus group convened by the French Sustainable Investment Forum, we build on an innovative framework, the Société à Mission, to uncover investor expectations regarding the need to transform governance schemes for impact. Our review shows that traditionally, governance has been utilized to address agency biases and mitigate the risk of opportunism among actors, thereby reinforcing transparency and alignment. However, we argue that some of the practical challenges regarding evaluation, integration, and institutionalization stem from the specific nature of impact, which calls for extending governance concerns to include cognitive and methodological matters, at every stage of the investment chain.

Keywords: Société à Mission; Impact Investing; Governance; Corporate Purpose; Controlled Promises (search for similar items in EconPapers)
Date: 2025-07
References: Add references at CitEc
Citations:

Published in Journal of Innovation Economics & Management, 2025, Prépublication, pp.I192-XXXI. ⟨10.3917/e.jie.pr2.0192⟩

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-05229423

DOI: 10.3917/e.jie.pr2.0192

Access Statistics for this paper

More papers in Post-Print from HAL
Bibliographic data for series maintained by CCSD ().