Abstract
Situating our research in paradox theory, we identify the conflicting demands encountered by social entrepreneurs and the strategies they adopt to respond. Using qualitative data gathered from 28 social entrepreneurs, we identify the learning, organizing, performing, and entrepreneur paradoxes they encounter. Our analysis finds that social entrepreneurs adopt three cognitive responses: continuous monitoring, temporal evaluation and positive determination. In turn these lead to practical responses of separation, sequencing and mission stretching in which strategic goals are deliberately expanded to accommodate conflicting demands at the same time as preserving original mission. The results contribute to paradox and entrepreneurship theories.
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