Capability and resource orchestration of triple bottom line enterprises: Mediating role of social entrepreneurial orientation

Le résumé fourni par la source

PURPOSE: Triple bottom line framework (TBL)—encompassing social, environmental, and economic—is a fundamental objective for social enterprises (SEs) to ensure their long-term viability, address societal challenges, and contribute to sustainable development goals (SDGs). Nevertheless, SEs often encounter obstacles in attaining these objectives due to resource constraints and inadequate capabilities that hinder their operational effectiveness. Additionally, there is a lack of research on understanding the relationship between these factors, particularly within the context of emerging countries. Grounded in the social resource-based view (SRBV) theory and social entrepreneurial orientation (SEO), this study seeks to investigate how SEs can orchestrate their resources and capabilities to enhance sustainable performance effectively. METHODOLOGY: This study employed a quantitative approach to investigate the relationships between resources, capabilities, SEO, and sustainable performance among social enterprises in Greater Jakarta, Indonesia. 438 data were collected using a structured survey questionnaire designed with items measured on a 5-point Likert scale. Partial Least Squares Structural Equation Modelling (PLS-SEM) was used to analyze the model. FINDINGS: A total of 438 responses were obtained from social enterprises in Indonesia. The findings suggest that social resources, social capabilities, and social entrepreneurial orientation have a positive influence on sustainable performance. The findings also reveal that social resources and social capabilities influence the achievement of SEO. Furthermore, the findings indicate that SEO mediates the relationship between social capabilities and sustainability performance more effectively than social resources. This implies that SEO enhances sustainable performance by reinforcing organizational capabilities, including strategic decision-making, resource optimization, and risk management. IMPLICATIONS: This study contributes to the literature on sustainability by emphasizing the critical role of resources, capabilities, and social entrepreneurial orientation in the success of SEs. It offers valuable insights for SEs on how to navigate challenges and make strategic decisions to meet sustainable outcomes. Moreover, the findings have practical implications for researchers, enterprises, and policymakers to improve the structural support and operational environment for SEs. ORIGINALITY AND VALUE: This study provides a unique integration of the SRBV theory. It contributes new insights into the role of resources, capabilities, and social entrepreneurial orientation for TBL enterprises.

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