Τμήμα Διοίκησης Επιχειρήσεων (Δημοσ. Π.Π. σε περιοδικά)

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    Unleashing the power of organizational social capital : exploring the mediating role of social entrepreneurship orientation in social enterprises' performances
    (Emerald, 2024-02-14) Loukopoulos, Argyrios; Papadimitriou, Dimitra; Glaveli, Niki
    Purpose This study investigates the influence of organizational social capital (OSC) on the social and economic performance of social enterprises (SEs) in Greece and the mediating role of social entrepreneurship orientation (SEO) in these relationships. Design/methodology/approach A theoretical framework was developed integrating resource-based theory, OSC theory and behavioral entrepreneurship theory. The data were collected from 345 Greek SEs and structural equation modeling (SEM) with bootstrap analysis was employed to estimate path coefficients. Findings This study shows that OSC positively impacts SEs’ social and economic performance, while SEO mediates only the relationship between OSC and SEs’ social performance. This research offers insights for scholars, practitioners and policymakers in social entrepreneurship by highlighting the significance of OSC and SEO. Originality/value This study contributes to the literature on SEs by integrating resource-based theory, OSC theory and behavioral entrepreneurship theory, presenting a novel comprehensive theoretical framework for understanding SEs’ performances. Additionally, the study advances the understanding of SEO as a mediator in the relationship between OSC and SEs’ social and economic performance. The unique focus on the Greek context provides a valuable setting for examining the relationships among OSC, SEO and SEs’ performances.
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    Social entrepreneurship education enhancement through innovative training pedagogies across Europe
    (Sciendo, 2023-03-03) Loukopoulos, Argyrios; Marie, Taylor; Sotiropoulou, Aikaterini; Hvalic Erzetic, Barbara; Mikolič, Sara; Potočnik Slavič, Irma; Manti, Arianna
    Social Enterprises (SEs) have become the focus of increased policy attention internationally and at the EU level in recent years. Not as much attention, however, has been given to identifying and eliminating their skills gaps and training needs. Following the principles of the Training Needs Analysis (TNA) methodology and collecting data from different stakeholders on the social entrepreneurship sector of four EU countries (Italy, Ireland, Greece, and Slovenia) participating in the EU project ‘SocialB’, this paper examines the development of its training content, and how this addresses the SEs’ training challenges regarding management, sustainability and growth issues. This paper outlines the steps this project followed in tackling these issues through developing innovative learning content and training delivery methodology.
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    Open Access
    Organizational growth strategies for Greek social enterprises’ social impact during the COVID-19 pandemic
    (Emerald, ) Loukopoulos, Argyrios; Papadimitriou, Dimitra; Λουκόπουλος, Αργύριος; Παπαδημητρίου, Δήμητρα
    The repercussions of the COVID-19 pandemic and the organizational scaling strategies of the social impact are still under-researched and remain one of the most significant issues in the social entrepreneurship field, with scarce empirical research so far. This paper aims to present the organizational growth strategies that Greek social enterprises have used to scale their social impact during the COVID-19 pandemic. Design/methodology/approach-Building on development studies, organization theory and social movement research, this study addresses how Greek social enterprises scale their social impact following organizational growth strategies during the pandemic, based on a sample of ten social enterprises and following a qualitative method approach through a multiple case study. Findings-Results highlight that during the COVID-19 pandemic, the organizational scaling of social enterprises has supported social impact through expanding services, building new interorganizational collaborations and serving additional beneficiaries. Furthermore, new and viable growth strategies include advocacy-oriented scaling for resources and local and remote markets through prompt digitalization. Originality/value-To the best of the authors' knowledge, this paper is the first systematic attempt to explore the organizational scaling strategies undertaken by Greek social enterprises in the context of the difficulties placed by the COVID-19 crisis. What emerged from this study was a new prominent organizational scaling strategy of the social enterprises' social impact called strategic organizational change.