[논문]Marketing and social enterprises: implications for social marketing

Mitchell, Alex; Madill, Judith; Chreim, Samia

doi:10.1108/jsocm-09-2014-0068

Marketing and social enterprises: implications for social marketing

Journal of social marketing, v.5 no.4, 2015년, pp.285 - 306

Mitchell, Alex (Smith School of Business, Queen's University, Kingston, Canada) , Madill, Judith (Telfer School of Management, University of Ottawa, Ottawa, Canada) , Chreim, Samia (Telfer School of Management, University of Ottawa, Ottawa, Canada)

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Purpose – The purpose of this paper is to build understanding of the concept of social enterprise in the social marketing community and to report on empirical research designed to develop an understanding the perceptions and practices of marketing within social enterprises. This addresses a significant gap in the current literature base and also provides insights for social marketers seeking to pursue social change initiatives through social enterprise. Design/methodology/approach – This empirical investigation uses a qualitative investigation of 15 social enterprises informed by a grounded theory approach. Researchers conducted interviews with senior decision-makers responsible for marketing activities and strategic policy, and gathered additional data regarding the organizations in the form of archival materials, including strategic planning documents, promotional materials and firm-generated online content. Findings – Strategic marketing practices used by social enterprises are shaped by moral, pragmatic and cognitive legitimacy influences stemming from imperatives to achieve congruence with institutional norms. This study exposes the challenges social enterprises face in developing strategic marketing activities that address business needs, while balancing stakeholder interests linked to the social missions of such organizations. Research limitations/implications – This qualitative study pursues depth of understanding through focused investigation of a small, regional sample of Canadian social enterprises. The findings demonstrate that social enterprises are similar to both not-for-profit and small- and medium-sized firms in terms of their marketing approaches, but face particular institutional legitimacy challenges when developing and implementing strategic marketing activities. Practical implications – This paper highlights the influences of institutional legitimacy on marketing practices and approaches in social enterprises. Understanding these influences is crucial for social marketing practitioners, as they develop strategic activities. The findings from the research provide a baseline upon which to begin to build both our theoretical and practical understanding of the potential utilization of social marketing through social enterprises. Social implications – Understanding the challenges social enterprises face in developing their strategic marketing activities provides deeper insights into social enterprises for social marketers, who might consider using social marketing in such organizations to achieve social change. Originality/value – This paper offers empirical evidence grounded in depth investigations of 15 social enterprises operating in a Canadian context. The findings help to extend our understanding of the complex institutional influences impacting marketing practices within social enterprise organizations. These institutional influences help to attune social marketers to the potential opportunities and challenges of using social enterprise as an organizational form for launching social marketing programs.

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Marketing and social enterprises: implications for social marketing

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