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Tensions and Risks of Social Enterprises’ Scaling Strategies: The Case of Microfinance Institutions in China

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  • Meng Zhao
  • Jun Han

Abstract

The scale-up of social enterprises is usually assumed to bring positive social change. Yet, the negative side, particularly the tensions and risks, in the scaling process is largely ignored. This research aims to explore the tensions and risks related to different scaling strategies. Based on a comparative case study on two leading Chinese microfinance institutions – Grameen China and CFPA Microfinance – that both adopt the Grameen Bank model, this research draws on the lens of institutional logics to understand the microfoundations of five types of tensions and three kinds of risks in the scaling process of the two microfinance institutions. This research provides an integrative framework that captures the nuanced sources, forms and challenges in the scaling of social enterprises.

Suggested Citation

  • Meng Zhao & Jun Han, 2020. "Tensions and Risks of Social Enterprises’ Scaling Strategies: The Case of Microfinance Institutions in China," Journal of Social Entrepreneurship, Taylor & Francis Journals, vol. 11(2), pages 134-154, May.
    • Handle: RePEc:taf:jsocen:v:11:y:2020:i:2:p:134-154
    DOI: 10.1080/19420676.2019.1604404
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    Cited by:

    1. Schoneveld, George C., 2022. "Transforming food systems through inclusive agribusiness," World Development, Elsevier, vol. 158(C).
    2. Anokhin, Sergey & Eggers, Fabian, 2023. "Social venture scaling: Does the technological environment matter?," Technological Forecasting and Social Change, Elsevier, vol. 196(C).
    3. Pallavi Tyagi & Deepika Upadhyay, 2023. "Theorizing the Phenomenon of Women Empowerment in a Course to Discover the Purpose of Life for Marginalized Women in India—Evidence from Phool," South Asian Journal of Business and Management Cases, , vol. 12(3), pages 352-371, December.
    4. Syrus M Islam, 2022. "Social impact scaling strategies in social enterprises: A systematic review and research agenda," Australian Journal of Management, Australian School of Business, vol. 47(2), pages 298-321, May.

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