Jarrod Ormiston

Understanding Value Creation in Social Entrepreneurship: The Importance of Aligning Mission, Strategy and Impact Measurement

Abstract This paper explores and clarifies the significance of aligning mission, objectives and strategy with impact measurement in social entrepreneurship. We present a framework for understanding the value created by social entrepreneurs, presenting theoretical and practical insights into impact measurement. Drawing on case studies in Latin America, we suggest the presence of a ‘mission measurement paradox’ that affects social entrepreneurs in their attempts to measure social impact and understand value creation. The paradox suggests that social entrepreneurs are failing to evaluate their social impact with sufficient regard to their social mission. Preconceptions resulting from the use of traditional management approaches in social enterprises are presented, with guidance on how these can be avoided by both researchers and practitioners.

Overcoming the Challenges of Impact Investing: Insights from Leading Investors

Abstract Interest and activity around impact investment have increased significantly in recent years as businesses, governments and communities seek new solutions to enable an inclusive and sustainable society in the face of social and environmental challenges. Philanthropists, charitable foundations and institutional investors have been among the early adopters in implementing impact investment strategies and developing the field. Despite the initial enthusiasm for impact investment, many investors raise concerns as they begin to explore the practicalities of impact investing. This paper responds to these concerns by providing empirical insights on how leading institutional investors and charitable foundations have begun to develop impact investment strategies and overcome various trepidations. The findings reveal four main themes: a focus on financial-first investments; the importance of using established due-diligence processes; the opportunity to align mission and values; and, the value of networks and collaboration.

A dissemination methodology for learning and teaching developments through engaging and embedding

Dissemination of learning and teaching innovation in higher education requires approaches to change that are socially contextualised, dynamic and self-reflexive. This article, therefore, presents a methodology for dissemination employing an embedding heuristic and engaging in participatory action research. The embedding approach emphasises three organisational domains of action: first, the capacity of communities of practice and distributed leaders to generate organisational commitment and seed activities; second, formal and informal organisational policies and procedures that provide reciprocal processes for initiating and systematically sustaining curricular change; and, third, accessible resources, tools and databases that support implementation of innovation. The methodology is applicable for disseminating innovations beyond disciplinary silos across faculties, and more widely, potentially across universities and other institutions. Academic leaders, academic developers and others charged with facilitating pedagogical change may find this dissemination methodology applicable to embedding innovation in a range of domains, and as a useful heuristic for planning, diagnosis or evaluation.