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Cognitive dissonance in social entrepreneurship: Sources and strategies

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  • Mir Shahid Satar

Abstract

Cognitive dissonance is closely intertwined with entrepreneurial behavior, particularly within social entrepreneurship, where leaders face persistent tensions between financial sustainability and social value creation. This study investigates the primary sources of cognitive dissonance experienced by social entrepreneurs and proposes strategies for effectively managing these challenges. Employing a systematic literature review alongside a modified Delphi method with expert practitioners, the research identifies 19 cognitive dissonance sources and 29 practical resolution strategies, systematically categorized across eight critical areas. The findings contribute to entrepreneurship cognition theory and entrepreneurial learning literature by positioning dissonance as both a cognitive obstacle and an adaptive learning opportunity. Importantly, the study offers actionable guidance for social entrepreneurs, policy makers, and support organizations to navigate tensions inherent in balancing dual or triple bottom line objectives. The integrative framework advances understanding of cognitive processes in social enterprises and provides practical insights to enhance decision-making integrity and organizational resilience in dynamic environments.

Suggested Citation

  • Mir Shahid Satar, 2026. "Cognitive dissonance in social entrepreneurship: Sources and strategies," Journal of the International Council for Small Business, Taylor & Francis Journals, vol. 7(2), pages 447-471, April.
    • Handle: RePEc:taf:ucsbxx:v:7:y:2026:i:2:p:447-471
    DOI: 10.1080/26437015.2025.2507955
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