Organizational Learning and Resource Reconfiguration in Social Enterprises

Abstract

Social enterprises operate with dual goals i.e., social mission and economic viability. Their competence depends upon their ability for resource reconfiguration. Organizational learning is an essential concept to cognize the resource combination and ultimately resource reconfiguration in social enterprises. The purpose of paper is to establish the relationship between organizational learning and resource reconfiguration in social enterprises that ultimately leads to continuous social innovation. The paper provides a framework for organizational learning in social enterprises. Two major questions that this article addresses are – Why is resource reconfiguration important for the functionality of social enterprises? How does organizational learning impact resource reconfiguration and social enterprises in large? It will likewise be contended that organizational learning is a key to achieve the effective and efficient resource reconfiguration in social enterprises for addressing their dual missions. The methodology used in this paper is a case based and leads to contribution of conceptual development in the area of organizational learning in social enterprises. The study will benefit the practitioners as well as academicians to know about the dimensions and factors of organizational learning capability which influence the social enterprises and their resource reconfiguration.