California Management Review

Abstract

Research on prosocial entrepreneurship so far has focused either on ex-ante motives to create prosocial enterprises or on ex-post strategies to protect mission orientation. Surprisingly little is known about the prosocial entrepreneurial competences that help acquire resources to create blended value once a venture has been established. To fill this gap, this article presents a qualitative study in an Indian setting that shows how prosocial entrepreneurs adopt three types of competences to assemble resources when they establish their ventures.

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