Abstract
Social entrepreneurs leading for-profit ventures often face the challenge of managing the tensions associated with the dual (social and economic) mission. While managing this tension effectively is considered essential for high performance, not all social entrepreneurs are equally capable to do so. To capture this discrepancy, we introduce a new construct (Social Entrepreneur Ambidextrous Orientation or SEAO) and empirically examine its impact on social venture performance. Drawing from dynamic managerial capability and organizational ambidexterity literatures, we propose that SEAO positively contributes to social venture performance. Furthermore, we argue that this relationship is stronger among firms with organic structure and operate in highly munificent industries. Our analysis of data from 246 U.S. social entrepreneurs provide support for our predictions. Implications for research and practice are discussed.
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