Beyond social enterprise: Bringing the territory at the core

Abstract

Over the last two decades, research on social enterprises has expanded significantly, with special focus on the creation and scaling up of these organizations. Yet, the question of how social enterprises mutates over time has been scarcely analyzed. Based on a single case study of the Archer Group located in Romans-sur-Isère (France), we wish to understand why and how a well-identified organizational form (a social enterprise) incorporates the territorial dimension to transform into a more non-mainstream form (i.e. a territory enterprise). We will examine both the ‘turning points’ (Abbott, 2001) in the evolution of the organizational form as well as the transformation processes implemented by an institutional entrepreneur to achieve these evolutions. Our analysis sheds light on how a social enterprise gradually transforms itself to better contribute to the sustainable development of its territory and the mobilization of local citizens. It also shows that a different form of local development 'by and for local people' is possible. This article highlights the crucial role of the territory in the strategy and objectives of social enterprises and contributes to the reflection on place sensitive research for social enterprises.