Artemis Chang

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The resources sector is increasingly being called upon to show greater commitment to resolving environmental and social problems prevalent in the regions where they operate. Appeals for greater responsibility, accountability and transparency have been getting louder. It is therefore not surprising that the many ways that enterprises can respond to these demands, and operate more sustainably, has been the subject of discussion and debate for decades. Theoretical and empirical knowledge regarding these issues has been generated by numerous case studies and evaluations of different approaches to CSR. Critiques of approaches adopted by companies to obtain social license to operate are also plentiful. However, the existing discourse is scattered. It lacks a coherent frame of reference for considering the ways that corporations respond to diverse stakeholder demands and the consequences for value creation. This paper contributes to addressing this gap by integrating some key insights drawn from this literature to develop a novel conceptual framework. It provides a unique perspective on the ways that companies create social, environmental, and economic value for diverse groups of stakeholders, and how this may be improved. This theoretical contribution is accompanied by the creation of a sense-making device that facilitates reflection, learning and the development of strategy. The device can be used by organizations to enhance their capacity to respond to diverse stakeholder groups in ways that bestow real, enduring benefits. As such, significant contributions are made to understanding how to change ‘who gets what’ from resource enterprises’ activities.

Purpose: Social ventures are unique and important for society; yet, we know very little about their business models. The purpose of this paper is to: re-conceptualize extant business model frameworks so that they can analyze social ventures; identify the key characteristics of social ventures; and identify the typology of effective social venture business model configurations. Design/methodology/approach: The paper uses resource dependence theory to make sense of extant business models and borrows from public administration literature to identify key characteristics and different configurations of social venture business models. Findings: The paper re-conceptualizes business model frameworks as inter-organizational arrangements to cope with external resource dependence; this paper also identifies four key characteristics of social ventures, and develops a social venture business model typology based on these unique key characteristics and extant business model dimensions. Research limitations/implications: The typology may guide further social venture research, e.g. research on social venture business model creation, on social venture business model innovation, and on social change. Limitations and boundary conditions are discussed in the paper. Practical implications: The research may further help social entrepreneurs to develop effective business models that meet the social and financial objectives. Originality/value: The paper offers a novel reconceptualization of traditional business model frameworks, a unique set of key characteristics of social ventures, and a theoretical typology of effective social venture business model configurations.

The rapid increase in migration into host countries and the growth of immigrant‐owned business enterprises has revitalized research on ethnic business. Does micro (individual)‐level social capital, or meso (group)‐level location within the ethnic enclave lead to immigrant business growth? Or do you need both? We analyze quantitative data collected from 110 Chinese restaurants in Australia, a major host country. At the micro level we find that coethnic (same ethnic group) networks are critical to the growth of an immigrant entrepreneur's business, particularly in the early years. But non‐coethnic (different ethnic group) social capital only has a positive impact on business growth for immigrant businesses outside the ethnic enclave. Our findings are relevant, not only to host‐country policymakers, but also for future immigrant business owners and ethnic community leaders trying to better understand how to promote healthy communities and sustainable economic growth. © 2015 Wiley Periodicals, Inc.