Measuring Performance in Social Entrepreneurship: Are Mission, Strategy and Measurement Aligned?

Jarrod Ormiston, Richard G. Seymour

Research output: Chapter in Book/Report/Conference proceedingChapterAcademic

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Abstract

This chapter explores and clarifies the importance of aligning mission, strategy and performance measurement. We present an illustrative case study in Latin America, and we then detail specific issues confronting social entrepreneurs in their attempts to gauge and improve the social impact. We draw on a framework for understanding the value created by social enterprises, presenting theoretical and practical insights into performance measurement. In the context of social entrepreneurship, we highlight the inherent biases resulting from the use of traditional management approaches and inappropriate performance measurement.
Original languageEnglish
Title of host publicationSocial Entrepreneurship: How Businesses Can Transform Society
EditorsThomas S. Lyons
Place of PublicationSanta Barbara, United States
PublisherPraeger
Chapter4
Pages63-79
Publication statusPublished - 2013
Externally publishedYes

Cite this

Ormiston, J., & Seymour, R. G. (2013). Measuring Performance in Social Entrepreneurship: Are Mission, Strategy and Measurement Aligned? In T. S. Lyons (Ed.), Social Entrepreneurship: How Businesses Can Transform Society (pp. 63-79). Praeger.