Scaling Social Impact in Europe: Quantitative Analysis of National and Transnational Scaling Strategies of 358 Social Enterprises

A wide variety of different socially motivated organisations perform exceptional feats in alleviating societal ills using creativity and entrepreneurial spirit in their quest to scale their social impact. Their focus is seldom limited to one specific region – instead they strive to benefit the largest possible number of people, thereby often transcending national borders. After all, societal issues usually don’t stop at a countries’ borders – why then should good ideas and impactful concepts aimed at solving these issues? For many socially motivated organisations, the goal of disseminating their social impact remains a solemn wish due to lacking experience and know-how of how to plan and conduct systematic scaling.

Europeanization and the inclusive strategies of executive actors

In Europeanized policy domains, executive actors are considered especially powerful because they are directly responsible for international negotiations. However, in order to avoid failing in the ratification process, they are also highly dependent on the support of domestic, non-state actors. We argue that in Europeanized decision-making processes, state actors are not passively lobbied, but actively seek collaboration with - and support from - domestic actors. We apply stochastic actor-based modelling for network dynamics to collaboration data on two successive bilateral agreements on the free movement of persons between Switzerland and the European Union (EU). Results confirm our hypotheses that state actors are not passively lobbied, but actively look for collaboration with other actors, and especially with potential veto players and euro-sceptical actors from both the conservative Right and the Left.

Corporate strategies of automotive manufacturers. Volume I: executive summary of conclusions - strategic issues. Final report.

National Highway Traffic Safety Administration, Washington, D.C.

Corporate strategies of automotive manufacturers. Volume I: an executive summary. Final report.

National Highway Traffic Safety Administration, Washington, D.C.

Corporate strategies of automotive manufacturers. Volume II: a comprehensive summary of likely actions by domestic companies under fuel-economy regulations: 1978-1985. Final report.

National Highway Traffic Safety Administration, Washington, D.C.

Corporate strategies of automotive manufacturers. Volume III: an historical perspective on the automotive industry. Final report.

National Highway Traffic Safety Administration, Washington, D.C.

Corporate strategies of automotive manufacturers. Volume IV: adaptation of a computer simulation model of the industry. Final report.

National Highway Traffic Safety Administration, Washington, D.C.

Corporate strategies of automotive manufacturers. Volume II: strategic histories. Final report.

National Highway Traffic Safety Administration, Washington, D.C.

Corporate strategies of automotive manufacturers. Volume III: panorama of selected economic and operating information. Final report.

National Highway Traffic Safety Administration, Washington, D.C.

Diversification and extensible networks: The strategies of Chinese businesses in Australia

The paper reports on a study of 28 ethnic Chinese businesses in Brisbane, Adelaide, and Perth, carried out in 2000 and 2001. It focuses on their strategies of vertical, horizontal, and unrelated diversification often combining different activities, products, and markets at the same time. It demonstrates how these practices are socially embedded in their preference for using personal networks. Non-related diversification, in particular, promotes and is facilitated by using weak ties that serve as bridges, leading into new networks (Granovetter, 1973). This can create links to Chinese of different national and dialect origins and to those of other ethnicities. It is suggested that open networks and diversification mutually interact to support each other and may have evolved in tandem from earlier, more closed and niche bound business cultures and practices.