Thecriticalsuccessfactorsandbarriersofsocialenterprisesinthehealthandsocial

caresector

CarlijnvanderPaauwManagement,Policy-analysisandEntrepreneurshipintheHealthandLifeSciences

Specialisation:ManagementandEntrepreneurshipSocialEnterpriseNL:MarrijePrins

SocialEnterpriseLab:KristelLoggheSupervisorVU:RenéedeWildt-Liesveld

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Student:C.vanderPaauwContact:carlijnvanderpaauw@hotmail.com,06-26718474Studentnumber:1996029Amsterdam,2thofAugust2016SecondinternshipreportforthemasterManagement,Policy-analysisandEntrepreneurshipintheHealthandLifeSciences,specialisationManagementandEntrepreneurship.FacultyofEarthandLifeSciencesVrijeUniversiteitofAmsterdamSupervisorsdr.M.Prins(SocialEnterpriseNL)marrije@social-enterprise.nl,31(0)206264410dr.K.Logghe(SocialEnterpriseLab)kristel@selab.nl,31(0)62373471dr.R.deWildt–Liesveld(VU)r.de.wildt-liesveld@vu.nl,31(0)205989306

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AcknowledgementsIwouldliketotaketheopportunitytothankmysupervisors;MarrijePrins,KristelLoggheandRenée

deWildt-Liesveld forgivingtheir feedbackduringmy internship. Iwaschallengedtogetoutofmy

comfortzonebythinkinginamoreexploratoryway.Therefore,Igainedlotofinterestinginsights,not

onlyonthesubject,butalsoaboutmyself.Inaddition,Iwanttothankthefounders,oftheinspiring

socialenterprises,andinvolvedstakeholders,whohavehelpedingatheringdocumentsanddataand

giventheirtimeforthepurposeofthecurrentresearch.

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Summary

IntroductionSocialentrepreneurshipisrelativelyunderdevelopedintheNetherlandscomparedtothesurrounding

countries, such as the United Kingdom. However, the number of social enterprises is growing,

especiallyinthehealthandsocialcaresector.Therefore,thereisaneedtostrengthentheacademic

evidenceonthistopic.Itisconsideredtobeimportantforthissectortodeterminethefactorsthat

influencethesuccessofsocialenterprises.Ingeneral,itisknownthatbothcriticalsuccessfactorsand

barriersexperiencedbyenterprises,includingsocialenterprises,haveaneffectontheirsuccess.Often,

thecriticalsuccessfactorsaresubdividedintothreecategories:characteristicsoftheentrepreneur,

characteristicsoftheenterpriseandenvironmentalfactors.Littleisknownaboutthecriticalsuccess

factorsandbarriers that canbeassigned to socialenterprises in thehealthand social care sector.

Therefore,socialenterpriseswhichpursuesimilargoalsinthefieldofnutrition,wereselectedforthe

research, whichmakes the critical success factors and barriers generated by the research readily

comparable.Thestudyaimstoprovideaframeworkforbeginningsocialenterprisesinthehealthand

socialcaresector.

ResearchobjectiveandresearchquestionTodeterminecriticalsuccessfactorsandbarriersfacedbysocialenterprisesinthehealthandsocial

care sector, three social enterprises that took part in the HeldCare program were selected for

examination. Thereafter, the following research objective was formulated: ‘To contribute to the

successofbeginningsocialenterprisesinhealthandsocialcarebyanalysingthecriticalsuccessfactors

and barriers experienced by social enterprises focusing on nutrition that are participating in the

HeldCareprogram’.Aresearchquestionwasestablishedinordertogaintheseinsights:‘Whichcritical

successfactorsandbarriersinfluencetheachievementofsuccessamongsocialenterprisesfocusingon

nutritioninthehealthandsocialcaresector?’Additionally,aconceptualmodelwasused.Themodel

alignedtherelevantconceptswitheachother,namely,socialenterprises,success,andthebarriers

andcriticalsuccessfactors.Foreachoftheconcepts,asub-questionwasformulated.

MethodologyThe study consisted of a descriptive qualitative multiple case study design, by making use of

triangulation that strengthens the generated data. Semi-structured interviews were used as the

primary researchmethod. A total of 12 stakeholderswere interviewed, including the founder, an

employee,acooperationpartnerandacustomerofeachsocialenterprise.Semi-structuredinterviews

wereconductedinordertogeneratedataoncriticalsuccessfactorsconcerningcharacteristicsofthe

entrepreneur, characteristics of the enterprise, environmental factors and barriers that were

experienced.Inaddition,participantobservationanddocumentanalysiswereconductedassecondary

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methods. Participant observations were conducted internally, at the office of the enterprise, and

externally, where the service was delivered, in order to understand the context of the social

enterprises.Withrespecttothedocumentanalysis,financialinformation,evidenceofsocialimpact

andbusinessplanswererequestedandanalysed,havingregardtosocialimpactandfinancialsuccess,

futureaimsandbusinessstrategy.Foreachofthethreemethods,acontentanalysiswascompleted,

usingbothaninductiveanddeductiveapproach.

ResultsConcerningsuccess,socialenterpriseshaveachievedsomeidentifiedgoals;however,thefutureaims

of the three social enterprises relate to accelerated growth and expansion. Financially, one social

enterprisewasfinanciallysustainable,whiletwoweredependentongrantsandsubsidies.However,

oneintendedtobecomefinanciallysustainable,theotherhasnottheintention.Awiderangeofcritical

successfactorswerefoundthatinfluencethesuccessofthesesocialenterprises.Thecharacteristics

ofthesocialentrepreneursweredescribedassociallyengaged,visionary,persistent,showingahigh

propensity for risk-taking, andpragmatic. In termsof cultural characteristics, the enterpriseswere

result- and job-oriented,parochial,pragmatic, andhadopenand loosecontrol systems.The social

enterpriseshadambiguousbusinessstrategies:oneappliedabusinessapproach,andthetwoothers

had a more organic approach. Environmental factors that influenced success were previous

employment,experienceinentrepreneurship,amajornetworkandsocietaltrendstowardshealthy

foodandsustainability.Thebarriersthatwereexperiencedwerelackofaccesstocapital,unfamiliarity

ofthegeneralpublic,potentialclientsandfinancierswithsocialentrepreneurship,andslowdecision-

makingwithinenvironmentalorganisationsuponwhichthesocialenterprisesdepend.

DiscussionandconclusionThefindingsconcerning thecritical success factorsandbarriers that influencethesuccessofsocial

enterprises in thehealthandsocialcaresectoroverlap, for themostpart,with thecritical success

factorsandbarrierstosocialenterprisesingeneral.However,factorsthatspecificallycontributetothe

success of social enterprises in health and social carewere seen in the environmental factors and

barriers.Thesefactorsseemtobesector-dependent.Withrespecttotheenvironmentalfactors,the

datasuggestthatsocietaltrends,suchasincreasingattentiontohealthynutritionandsustainability,

positivelyinfluencethesuccessofthesocialenterprise.Specificbarriersthatseemtobelongtothe

health and social care sector are unfamiliarity with social entrepreneurship by investors and the

generalpublic,andslowdecision-makingprocessesoforganisationsrelevanttothesocialenterprises.

Given the small sample size, cautionmust be exercised. Additional research is needed in order to

strengthentheevidenceonthecriticalsuccessfactorsandbarriersinthehealthandsocialcaresector.

Keywords:Success,socialenterprise,criticalsuccessfactors,barriers.

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TableofContentsAcknowledgements 3Summary 4

Introduction 4Researchobjectiveandresearchquestion 4Methodology 4Results 5Discussionandconclusion 5

1. Introduction 72. Contextualbackground 8

2.1Emergenceofsocialenterprisesinthehealthandcaresector 92.2SocialEntrepreneurshipwithintheNetherlands 92.3DataonsocialentrepreneurshipintheNetherlands 102.4SocialEnterpriseNL 11

3.Theoreticalbackground 123.1Socialenterprises 123.2Success 123.3Factorsthatinfluencesuccess 133.4Conceptualmodel 17

4. Methodology 194.1Studydesign 194.2Datacollection 19

5. Results 245.1Success 245.2Factorsthatinfluencesuccess 27

6.Discussion 346.1Reflectionontheresults 346.2Strengthsandlimitations 376.3Futureresearch 386.4Conclusion 39

7.Recommendations 407.1Beginningsocialentrepreneursinthehealthandsocialcare 407.2Researchersinthefieldofhealthandsocialcare 417.3SocialEnterpriseNL 41

8.References 429.Appendices 49

9.1Planningresearch 499.2Interviewguide 50

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1. IntroductionDuetotherapidemergenceofsocialentrepreneurshipwithinEurope,there isagrowingacademic

interest in the development of this concept (Defourney & Nyssens, 2008, 2010). Social

entrepreneurshipcanbedefinedasan‘entrepreneurial[innovative]activitywithanembeddedsocial

purpose’(Austinetal.,2006,p.1).Further,itaimstoachievesocialreturntosociety(Magnanellietal.,

2016;Wei-Skillern,2010).Today,thenumberofsuccessfulsocialenterprisesisincreasinginthehealth

andsocialcaresector,amongothers,duetothedecentralisationoftasktothemunicipalities(Royet

al.,2013).However,thereislittleacademicevidenceofthefactorsthatcontributetothesuccessof

socialenterprisesinthissector.Previousstudieshavereportedthatfor-profitenterprisesmeetseveral

critical success factors and barriers, such as personal characteristics and environment of the

entrepreneur, for example, during several stages that contribute to the success of an enterprise

(Blackburnetal.,2013;Schutjens&Wevers,2000;Simpsonetal.,2012).

Aspreviouslymentioned,thesuccessofanenterprisemaybeattributedtothepresenceofseveral

criticalsuccessfactorsandbarriersthataresurmounted.Moststudiesfocusprimarilyonthefactors

amongfor-profitenterprisesandsocialenterprises incountriesotherthantheNetherlands.Less is

knownaboutcriticalsuccessfactorscontributingtothesuccessofsocialenterprisesinthehealthand

socialcaresectorwithintheNetherlands(Blackburnetal.,2013;Schutjens&Wevers,2000;Simpson

etal.,2012).Thereisaneedtounderstandwhichfactorscontributetothesuccessofsocialenterprises

inordertoprovidea frameworkforbeginningsocialenterprises inthissector,whichmay increase

theirchancesofsuccess(Schutjens&Wevers,2000).Therefore,themanagementteamofHeldCare,

aprogramofSocialEnterpriseNLandAchmeaFoundation, is interestedintheidentificationofthe

factors, either positive or negative, that contribute to the success of social enterprises and

participationinthehealthandsocialcaresector.

In order to gain these insights, a research objective has been formulated for the purpose of this

research: ‘To contribute to the success of beginning social enterprises in health and social care by

analysing the critical success factors and barriers encountered by social enterprises focusing on

nutrition thatareparticipating in theHeldCareprogram’. Inorder tomeet theaimof this study,a

researchquestionwillbeansweredwhichisformulatedasfollows:‘Whichcriticalsuccessfactorsand

barriers influence theachievementof successamong social enterprises focusingonnutrition in the

healthandsocialcaresector?’Gainingtheseinsightsthroughthecurrentcasestudywillcontributeto

theunderstandingof thedevelopmentof social enterprises in thehealth and social care sector, a

relativelyunderdevelopedandexploratoryareawithintheNetherlands.

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2. ContextualbackgroundTheHeldCareprogram,establishedbySocialEnterpriseNLandAchmeaFoundation,aimstoincrease

the success of social enterprises in the health and social sector. Therefore, theHeldCare program

provides relatively easy access to social enterprises inhealth and social care (Social EnterpriseNL,

2016;HeldCare.com,2016).Theresearcherselected3outofthe10socialenterprisesthatparticipate

in the program. These enterprises, namely, Atlantis Handelshuis, Bijzonder Thuisafgehaald and

HotspotHutspot,seemtopursuethesametypeofsuccess,asallareoperatinginthefieldofnutrition.

Theselectionofthreesocialenterprisesinthefieldofnutritionislikelytogeneratecomparablecritical

successfactorsandbarriers.First,AtlantisHandelshuisiswholesalerinsociallyresponsibleproducts

in the fieldofnutrition.AtlantisHandelshuisengages in thepurchaseandsaleof regionalorganic,

ecological and sustainableproducts, directed towards sales and supply for thewhole food trading

process of hospitals and health care institutions (Atlantis Handelshuis, 2016). Second, Bijzonder

Thuisafgehaald originates from Thuisafgehaald, and provides a platform for neighbours who may

becomemembersandarethenabletosharetheirmealswitheachother.BijzonderThuisafgehaald

was created to support vulnerable,elderlypersonswhoneedadditionalassistanceatdinner time.

BijzonderThuisafgehaaldconnectspeoplewithahomecookwhowantstopreparemealsforthem,

forexample,onceperweek.Inaddition,itprovidesassistancetopeoplewhoarenotabletoretrieve

their meal by delivering themeal to their homes (Thuisafgehaald, 2016). Lastly, Hotspot Hutspot

focusesonsocialcohesionwithinthedistrictsofRotterdam,especiallywithinitslowsocioeconomic

statusdistricts.Theyusevacantbuildingsasrestaurants.Adolescentsfromthedistrictscanworkas

cooksonavoluntarybasis. Inthisway,theylearnabouthealthynutrition,vegetablesandrequired

nutrients. Additionally, neighbours can have dinner at the restaurants in exchange for minor

compensation(HotspotHutspot,2016).

ThethreeselectedsocialenterprisestookpartintheHeldCareprogram,whichcontainstwoseparate

trajectories.Intotal,10socialenterprises(selectedfromn=45)followanenhancedprogramofeight

weeksandthreeof themarepartofa tailor-madeprogramofaone-yearduration.Theremaining

socialenterprisesareshowninTable1(HeldCare.com,2016).Duringtheenhancedprogram,which

beganattheendofJanuary,2016andendedmid-April,2016,theparticipantswroteagrowthstrategy

witha focuson theirbusinessmodel, customer reachand impactmeasurement.During the tailor-

made program, which started immediately after the enhanced program, the growth strategy was

implemented.Thecurrentstudywasconductedduringtheadvancedprogram.

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SocialEnterprise Area

ExeptionAll HealthcareprovisionVivensbegeleiding HealthcareprovisionFello HealthcareprovisionYoungSociety SocialcohesionStudioMoio SocialcohesionMonkeyMoves MovementMOOVZ Movement

Table1.RemainingsocialenterprisesoftheHeldCareprogramthatwereexcludedfromthecurrentstudy

2.1EmergenceofsocialenterprisesinthehealthandcaresectorAsstatedintheintroduction,socialenterprisesareemerging,especiallyinthehealthandcaresector.

Oneimportantreasonforthisisthedecentralisationofcertaintasksthathavebeentransitionedfrom

thegovernmenttomunicipalitiessince2015.Threeresponsibilitiesweretransferredfromgovernment

to themunicipalities. First, the Social SupportAct (Wmo)makesmunicipalities responsible for the

supportandguidanceofcitizenswhoarenotself-reliant, forexample, theorganisationofdaytime

activities,supportforinformalcaregiversorshelterinthecaseofdomesticviolence(Movisie,2015;

Rijksoverheid,2015).Second,municipalitiesbecameresponsiblefortheActofParticipation.Theaim

ofthislegislationistoincreaseemploymentwithinthemunicipalities,andfocusesonthepeoplewith

limitedorno labourcapacitywhoneedsupport.Lastly, thetransitionof theYouthCareAct tothe

municipalitiesmeantthatmunicipalitiesnowhavethedutytoprovideassistancetochildrenupto18

years of age (Movisie, 2015; Vocht, 2007). The process of decentralisation resulted in a need for

providersoftheseprivateservices.Therefore,therewasroomforseveralsocialenterprisestoaddress

thisdemandfrommunicipalities(Vocht,2007).

As previously described, the three social enterprises in the current research fulfil a part of the

municipalities' responsibilities. In particular, Hotspot Hutspot and Bijzonder Thuisafgehaald meet

certainresponsibilitiesofthemunicipalities inthefieldofparticipationandsocialsupport.Hotspot

Hutspotinvolvesmostlyadolescentsorpeopledistancedfromthelabourmarketandprovidesthem

theopportunitytodevelopthemselvesintherestaurants.TheactivitiesofBijzonderThuisafgehaald

contributestoenhancedsocialsupportandparticipationofpeopleinthelabourmarket.

2.2SocialEntrepreneurshipwithintheNetherlandsToday, three types of enterprises exist in the Netherlands, namely, non-profit enterprises, social

enterprisesandfor-profitenterprises,asshowninFigure1.Thereisnotyetanofficiallegalstatusfor

socialenterprisesintheNetherlands.However,therearecleardifferencesbetweensocialenterprises

andnon-profitenterprisesandfor-profitenterprises.Togiveinsightintothedifferencesamongthe

variousenterprises,anexplanationisprovidedinthefollowingpart.

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Differencesbetweennon-profitenterprisesandsocialenterprisesaremainlyfoundinthemannerin

whichtheyarefinanced.Althoughnon-profitenterprisesandsocialenterprisesstrivetoachieveas

greatanimpactonsocietyaspossible,thesocialenterprisesdifferfromnon-profitenterprisesdueto

the use of for-profit business and finance models. Whereas non-profit organisations generate

revenues on donations and grants, the financing of social enterprises ismore similar to for-profit

enterprises(Magnanellietal.,2016;OECD/EuropeanCommission,2015;Thompson&Doherty,2006).

Weisbrod (2004) suggests that socialenterprisesaremuchmore financially sustainable in the long

term,comparedtonon-profitenterprises,becausesocialenterprisesareself-sustainingandarenot

fullydependentondonationsandgrants(Magnanellietal.,2016).

Differencesbetween for-profit enterprises and social enterprises aremainly found in thedifferent

motivesoftheenterprises.For-profitenterprisesfocusprimarilyonfinancialwealth,whereinsocial

wealth isaby-productofeconomicwealth, for instance, through thecreationof jobopportunities

(Mair&Marti,2006).Theprimaryincentiveforsocialenterprisesistocreatesocialimpact.However,

the social enterprises need an income strategy in order to become financially sustainable (Mair&

Marti,2006).

Figure1.OverviewofthedifferententerprisesexistingintheNetherlands(McKinsey&Company,2011)

2.3DataonsocialentrepreneurshipintheNetherlandsIn2015,theestimatednumberofsocialenterprisesactiveintheNetherlandswas4,000.Thisnumber

isrelatively lowcomparedtoneighbouringcountriessuchastheUnitedKingdom,wherethesocial

entrepreneurship sector ismore fully developed. Therefore, there is potential for growthof social

entrepreneurshipwithintheNetherlands.AccordingtoareportofMcKinsey&Company(2011),the

numberof socialenterprisescouldgrowto10,000within10years.Thismayeventually lead toan

increaseinjobopportunities,fromapproximately25,000to100,000.

From a financial perspective, 46% of the social enterpriseswithin theNetherlands do not receive

subsidiesordonations,and34%receivelessthan25%oftheirtotalincomeindonationsandsubsidies.

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Itisstatedthatsocialenterprisesthatareindependentfromsubsidiesanddonationshaveahigher

incomeandaremoreprofitablethansocialenterprisesthataredependentonsubsidiesanddonations.

In 2014, 38%of social enterpriseswere profitable, 24%balanced the books and 34% experienced

losses.Thefinancialperformanceofsocialenterprisesvaries;approximatelyhalfof theenterprises

haveanincomeoflessthan€80,000(Social-EnterpriseNL,2015).

2.4SocialEnterpriseNLAnorganisationthatstimulatesthedevelopmentandself-sufficiencyofDutchsocialenterprisesisthe

branch organisation Social Enterprise NL, which is based in the city centre of Amsterdam, the

Netherlands. Social Enterprise NL is a non-profit organisation that consists of a supervisory and

memberboard,anda totalofnineemployees.SocialEnterpriseNLembracesavision that takesa

differenteconomicapproachduetocurrentsocietalchallenges.Moreover,SocialEnterpriseNLstates

that the recognition of the value of social entrepreneurship amongst consumers, enterprises,

governmentandfinanciers isnecessary inordertoachievethegreatsocial impact intendedbythe

socialentrepreneur.Inordertoachieveincreasedeconomicandsocietalimpact,SocialEnterpriseNL

stimulatesthegrowingmovementofsocialentrepreneurs.SocialEnterpriseNLisresponsibleforthe

representation, connection and support for the upcoming community of social entrepreneurs.

Currently, over 300 social enterprises are connected to Social Enterprise NL. In addition, the

organisation is responsible for an enhanced entrepreneurial environment concerning government

incentives, lawsand regulations,andaccess tocapital, knowledgeand talent (SocialEnterpriseNL,

2016).

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3.TheoreticalbackgroundThischapterdescribesthetheoriesandconceptsusedinthestudy.Severalconceptsarederivedfrom

theliterature,includingthenotionofsuccess,aswellasboththecriticalsuccessfactorsandbarriers

that affect success. The concepts that are relevant to the current study are incorporated in a

conceptualmodel,asshowninparagraph3.4.Aconceptualmodelisneededinordertosubstantiate

thebackgroundofthecurrentstudyandprovideanunderstandingoftherelationsamongthevarious

concepts.Additionally,theconceptualmodelhelpstoanswerthefollowingresearchquestion:

‘Whichcriticalsuccess factorsandbarriers influenceontheachievementofsuccessamong

socialenterprisesfocusingonnutritioninthehealthandsocialcaresector?’

The relevant concepts of the study are further explained below. Paragraph 3.1 provides a more

detaileddefinitionofsocialenterprises,beforefurtherexplainingtherelevantconceptsofthecurrent

study.

3.1SocialenterprisesTogaininsightintosocialenterprisesandentrepreneurship,itisimportanttoexplainthedefinitionof

social enterprises in greater detail. However, there is little consensus on the definition of social

enterprises.AreviewofZahra(2009)listed20definitions,whileanotherpaperreviewed37different

definitionsofsocialentrepreneurshipandenterprises(Dacinetal.,2010).Thewiderangeofdefinitions

ofsocialentrepreneurshipandsocialenterprisescanbeattributedtothecontextualandcontingent

setofactivitiesofsocialenterprises(Huybrechts&Nicholls,2012).Inparticular,threetermsareused

which,at first sight, seemtobe linked,namely, socialentrepreneurship, socialentrepreneurs, and

social enterprise. ‘“Social entrepreneurship” is thedynamicprocess throughwhich specific typesof

individualsdeservingthenameof“socialentrepreneurs”createanddeveloporganizationsthatmay

bedefinedas“socialenterprise”’ (Huybrechts&Nicholls,2012,p.33).Anoverallapproachofsocial

entrepreneurshipistheunderlyingdrivetocreatesocialvalue,ratherthanpersonalandshareholder

wealth.However,inordertosurvive,socialenterprisesusefor-profitbusinessmodelstoorganisetheir

enterpriseinaproperfinancialandeconomicmanner(Mair&Marti,2006;Meadows&Pike,2010;

Zadek & Thake, 1997). In addition, the activity is characterised by innovation, or the creation of

somethingnew,ratherthanthereplicationofexistingenterprisesorservices(Austinetal.,2006).

3.2SuccessCentral to the researchobjective is the identificationof factors that influence thesuccessof social

enterprises.Therefore,itisimportanttodefine‘success’andexplainhowthisconceptisrelatedtothe

aim of this study. According to the Oxford Dictionary, success can be defined in general as ‘the

accomplishmentofanaimorpurpose’(2016).Theconcept‘success’inrelationtosocialenterprises

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canbedefinedindifferentways,becausesuccessexistsatseverallevels,andsocialenterprisesshould

achieveeithersocialandfinancialsuccess.AsstatedinthearticleofRykaszewski(2013),asuccessful

social enterprise ‘aims to build a profitable, self-sustaining company that also accomplishes its

predefinedsocialgoals’(Rykaszewskietal.,2013,p.5).Inthecurrentstudy,threesocialenterprises

are assessed on their social and financial success. Success of the social enterprises can be

operationalisedastheachievementoftheaimsasintendedbythesocialentrepreneur,bothsocially

andfinancially.Therefore,itisimportanttodeterminethecurrentstateoftheirsuccessbyassessing

themissionofthesocialenterprises,theirsocialaims,andtheirpastachievements.Inaddition,the

studyassessesthefinancialsuccessofthesocialenterprises.Tooperationalisefinancialsuccess,the

studytakesthefollowingindicatorsintoaccount:profit,turnover,andtowhatextenttheenterprise

isfinanciallysustainable.Thefinancialsustainabilityofthesocialenterprisecanbeoperationalisedby

theextenttowhichitisdependentongrantsandsubsidies(Blackburnetal.2013;Boschee&McClurg,

2003,p.2;Schutjens&Wevers,2000).Inconclusion,asocialenterpriseissuccessfulwhenithasmet

orachievedthesocialmissionandwhenthesocialenterpriseisfinanciallyself-sustaining.

3.3FactorsthatinfluencesuccessForthepurposeofthecurrentstudy,anassessmentwasmadeofboththecriticalsuccessfactorsand

thebarriersfacedbysocialenterprisesthatmayaffectsuccess.Sincelittleisknownaboutthesefactors

astheyrelatetosocialenterprises,literaturewasusedtodescribecriticalsuccessfactorsandbarriers

relevanttofor-profitenterprisesandgreyliteratureconcerningsocialenterprises.Bothconceptswill

bediscussedextensivelyinthefollowingparagraphs.

3.3.1CriticalsuccessfactorsSeveralfactorspositivelyinfluencethesuccessofsocialenterprises.Thesefactorscanbedefinedas

‘critical success factors’, being ‘those characteristics, conditions, or variables that when properly

sustained,maintained,ormanagedcanhaveasignificantimpactonthesuccessofafirmcompeting

inaparticularindustry’(Leidecker&Bruno,1984,p.24).Todate,anumberofstudieshavesuggested

thatcriticalsuccessfactorsareofimportancetoenterprises,andthesemaybecategorisedintothree

groups:1)characteristicsoftheentrepreneur,2)characteristicsoftheenterpriseand3)environmental

factors(Blackburnetal.,2013;Schutjens&Wevers,2000;Simpsonetal.,2012).Thecriticalsuccess

factorswithinthesecategorieswillbefurtherexplainedandoperationalisedbelow.Inaddition,the

mostprominentcharacteristicsandfactorsthatarelikelytoenhancethesuccessofasocialenterprise

arementioned.

3.3.1.1CharacteristicsoftheentrepreneurThelinkbetweensuccessfulenterprisesandthecharacteristicsoftheentrepreneuriswidelydescribed

withintheliterature.Itisstatedthatcertaincharacteristics,tosomeextent,aremorecommonamong

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entrepreneurs(Blackburnetal.,2013;Schutjens&Wevers,2000;Simpsonetal.,2012).Thesespecific

traitsaredescribedbelow.

Within this study, the characteristics of the entrepreneur are operationalised as reflecting, among

others,theextenttowhichtheentrepreneurhastheneedtoachievegoals.Theneedforachievement

is thedesireofapersontoachievetasks fasterandbetter thanothers,butalsotosetchallenging

personalgoals.Accordingtotheliterature,entrepreneursgenerallyhaveahighneedforachievement

(Begley&Boyd,1987;Hansemark,2003).Anotherfeaturethatisoftendescribedwithintheconcept

of‘characteristicsoftheentrepreneur’isthelocusofcontroloftheentrepreneur.Thelocusofcontrol

reflectstheextentoftheentrepreneur'sopinionthattheefficacyoftheirownbehaviourensuresthat

theywillachievedesiredoutcomes(Begley&Boyd,1987).Personscanhaveeitheraninternaloran

externallocusofcontrol.Ifpeoplehaveaninternallocusofcontrol,theybelievethattheyhavethe

abilityto influenceoutcomesthroughtheirownabilityandeffort.Peoplewithanexternal locusof

control,believesthatforcesoutsidethepersoninfluencetheoutcomes(Rotter,1966).Accordingto

the literature,entrepreneursgenerallyhavean internal locusofcontrol (Mueller&Thomas,2001).

Risk-taking propensity is another trait that commonly appears among entrepreneurs. It is the

behavioraltendencyofanentrepreneurtotakerisks,giventhepotentialrewardwithapossibilityof

negative results. According to the literature, entrepreneurs have a high risk-taking prospensity

(MacPhersonetal., 2010). The last trait that is taken into account is thepersonal initiativeof the

entrepreneur.AnarticlebyFreseandFay(2001)arguesthatacertaindegreeofpersonalinitiativeis

relatedtothesuccessofanenterprise.Frese(2001)definespersonal initiativeas ‘aworkbehavior

definedasself-startingandproactivethatovercomesbarrierstoachieveagoal’(Frese&Fay,2001,

p.133).Thischaracteristicisofimportancewhileovercomingbarriers.Entrepreneurswithahighlevel

ofpersonalinitiativeaddressanddealactivelywithorganisationalandpersonalbarriers(Frese&Fay,

2001).

3.3.1.2CharacteristicsoftheenterpriseCharacteristicsoftheenterprisedescribeseveralcomponentsthatbelongspecificallytoanenterprise,

suchasbusinessstrategy,organisationalcultureandfinancialactivities.However,financialactivities

are classifiedby success for thepurposeof the current study. Therefore, thedifferent features of

organisationalcultureandbusinessstrategyaredescribedandoperationalisedbelow.

Afactorthatcontributestothesuccessofanenterpriseisitsbusinessstrategy.Abusinessstrategy

ensures thatenterprisesmayovercomeenvironmental changesand contributes toproper internal

managementduringgrowth(Blackburnetal.,2013).Animportantaspectofbusinessstrategyisthe

useofabusinessplan(Blackburnetal.,2013;VSBfonds,2013).Abusinessplantypicallyshowshow

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the enterprise conducts its business (Zott&Amit, 2013). The study ofHedman and Kalling (2003)

describesthecomponentsthatshouldbecapturedinabusinessplan.Abusinessmodelshouldcontain

components that describe not only the clients and suppliers of the enterprise, but also possible

competitors within the market. In addition, the activities and organisation of the enterprise are

described,aswellastherequiredresources,suchashuman,organisationalandpsychicalresources

(Hedman&Kalling,2003).Abusinessplanhelpssocialenterprises,amongothers,tomaketheplans

oftheenterpriseclear.Theseplansareimportanttoattractpossibleinvestors(EuropeanCommission,

2014;PwC,2015).Thebusinessstrategyis,toalargedegree,capturedintheconceptofsuccess,since

theaimsaredescribedinthatsection.However,thebusinessstrategyisoperationalisedinthisstudy

astheextenttowhichtheaimsandplansarecaptured,orfail tobecaptured, inadocument,and

whetherornottheenterprisehasadheredtotheseplans.

Organisational culture, as a component of the enterprise, is also often described as a factor that

contributestothesuccessofanenterprise(Martins&Terblanche,2003).Organisationalculturecan

bedefinedas‘sharedperceptionsoforganisationalworkpracticeswithinorganisationalunits’(Berg&

Wilderom,2004,p.570).Tooperationalisetheconceptof‘organisationalculture’,thecurrentstudy

assesses the meanings, values, assumptions and beliefs that are central to the selected social

enterprise.Thecombinationoftheseindicatorsdeterminesthetypeofculturewithinanorganisation

(Gordon & DiTomaso, 1992). A study by Hofstede (1990) describes an organisational culture as

consistingofsixdimensions,whicharedistinguishedwithinanorganisationalcultureasfollows:

1) ‘Processoriented’versus‘resultoriented’.Processorientedculturesfocusonlowrisk-taking

andrepetitionofexistingmethods,whereasresultorientedculturesfocusontakingrisksand

developingnewmethods.AccordingtoareportbyPwC(2015),socialenterprisesareresult

oriented.

2) ‘Employeeoriented’versus‘joboriented’.Thisculturedescribesthepersonalworkspace

surroundingoftheemployeesoftheenterprise.Employeeculturefocusesonthepersonal

developmentofemployeesandtowhatextenttheemployeesfeelpersonallyvalued,while

jobculturefocusesonemployeeseffectivelyconductingtheirwork(Hofstedeetal.,1990,

2011).Itisexpectedthatsocialenterprisesexhibitajoborientedculture,becausethegroup

aimsareoftenintendedtobemoreimportantthanachievingpersonalgoals(PwC,2015).

3) ‘Parochial’versus‘professional’.Employeesinaparochialculturearestronglyconnectedto

the enterprise and they identify with the enterprise. Within professional cultures, the

employees identify themselves with their profession, rather than with the enterprise

16

(Hofstedeetal.,1990,2011).Socialenterprisesoftenconsistofparochialcultures,because

employeesworkinasocialenterprisecommonlyentailsasharedvisionandvalues(Doherty

etal.,2009).

4) ‘Open’ versus ‘closed’ systems.Withinopen systems, employees are easily involved in the

communicationandsocialsystemoftheenterprise.Onthecontrary,inclosedsystems,there

isacertaindegreeof secrecyandexclusionofparticularemployees,especiallynewcomers

(Hofstedeetal.,1990,2011).Forsocialenterprises,opensystemsareexpected,becausesocial

enterprises often have flat and less hierarchical organisational structures (PwC, 2015).

5) ‘Loosecontrol’versus‘tightcontrol’.Loosecontrolculturesareratherinformal;management

isflexibleconcerningtasks,schedulingandfinances.Withintightcontrolcultures,thefocusis

onformality,punctualityandcompliancewithrulesandregulations.Withinsocialenterprises,

atightcontrolsystemisexpected(Hofstedeetal.,1990,2011).

6) ‘Normative’versus ‘pragmatic’.Thisdimensiondescribeshowtheenterprisedealswiththe

environment.Enterprisesthatsellproductsarelikelytobemorepragmatic,becausetheyhave

to be flexible. The enterprises dealing with the application of laws are likely to be more

normative,becauseitisamorerigidenvironment(Hofstedeetal.,1990).Socialenterprises

often consist of a pragmatic culture, because they are dependent on their customers

(Hofstede,2007).

Tosummarise,several factorswithinanenterprise, includingasocialenterprise,areof importance

andaffectthesuccessofasocialenterprise:acertainbusinessstrategyandaparticularorganisational

culture.

3.3.1.3EnvironmentalfactorsNotonlyentrepreneurialfactorsaffectsuccessofasocialenterprise.Itappearsthatenvironmental

factorsmayinfluencethesuccessofanenterpriseaswell.Ingeneral,environmentalfactorscanbe

operationalised as external factors which cannot be influenced by the social entrepreneur or

enterprise, but have an effect on the success of the social enterprise (Simpson et al., 2012).

Environmentalfactorscanbefoundatthepolitical,economicandsociallevels.Atthepoliticallevel,

policy,supportingagenciesandgeneralinfrastructuresupportinganindustrycreateasetoffactors

thatinfluencesuccess.Attheeconomiclevel,factorsrelatedtofundingregimesandtheattitudesof

banksandotherfinancialbodiescaninfluencethesuccessofanenterprise.Thesociallevelcomprises

two aspects: ‘micro-social’ and ‘macro-social’ components (Korunkaet al.,2003). Themicro-social

17

environmentincorporatesthedirectandpersonalsurroundingsoftheentrepreneur,suchaspersonal

support fromfamily, friendsandbusinesspartners.Themacro-socialenvironment includesaspects

suchassocialnetworks,entrepreneurialhistory,positionoftheentrepreneurinpreviousemployment

andsectorexperiencesoftheentrepreneur,whichalsoaffectthesuccessofanenterprise(Parker,

2008; Richbell, 2006). The micro- and macro-social factors may influence the personality of the

entrepreneurandtheenterpriseoverthelongterm,whichmayhavepositiveoutcomesonthesuccess

oftheenterprise(Korunkaetal.,2003).

3.3.2BarriersthatmustbeovercomeCritical success factors positively affect the success of a social enterprise. However, some factors

negativelyinfluencethesuccessofasocialenterprise,whichareknownasbarriers.Accordingtothe

OxfordDictionary,abarrierisdefinedas‘afenceorotherobstaclethatpreventsmovementoraccess’

(2016). For the purpose of this study, barriers can be operationalised as an obstacle that inhibits

growthtosuccess,andtherebyinhibitstheintendedsocialimpactorfinancialsuccess(Fieldenetal.,

2003). Social enterprises experience difficulty in surviving early in their development, and face

different barriers than for-profit enterprises (Hoogendoorn et al., 2011). It is likely that the social

enterprisesselectedforthecurrentstudyhavefacedandovercomecertainbarriers,whichtherefore

canbeseenasacriticalsuccessfactor.Itisofinteresttolearnwhichthreatssocialenterprisesface

andhowthesebarriersareaddressedandovercomebysocialenterprises.

3.4ConceptualmodelForthepurposeofthestudy,aconceptualmodel(Figure2)wascreatedinordertounderstandhow

severalconceptsare linked.Theconceptualmodelfocusesonthesuccessofsocialenterprisesand

factorsthatare influencethissuccess.Thefactorsaresub-divided intobarriersexperiencedbythe

socialenterprisesthatnegativelyaffectsuccessandthecriticalsuccess factorsthathaveapositive

influenceonsuccess.Derivedfromthe literature,criticalsuccess factorsareoftensub-divided into

three categories: characteristics of the entrepreneur, characteristics of the enterprise and

environmentalfactors.Thesespecificconceptsareassessedinthecurrentstudy.

Thebigger the social impact and financial success of the social enterprise, the greater its success.

Success, and therefore social and financial success, can be achieved by employing several critical

successfactorsandbyovercomingbarriersfacedbythesocialenterprise.Themodelcanbeusedto

determinethesuccessofsocialenterprisesbyanalysingthecriticalsuccessfactorsandbarriersfaced

bythesocialenterprise.

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Figure2.Conceptualmodelofthecurrentstudy,describingthebarriersandcriticalsuccessfactorsthatinfluence

thesocialandfinancialsuccessofasocialenterprise

Theconceptualmodel,amongothers,isusedtoformulateseveralsub-questionsinordertoanswer

themainresearchquestion.Thesub-questionsareformulatedasfollows:

1.Whatisthesuccessofthesocialenterprises,bothsociallyandfinancially?

1.1 Which personal characteristics of the entrepreneur contribute to the success of a social

enterprise?

1.2Whichcharacteristicsofthesocialenterprisecontributetothesuccessofthesocialenterprise?

1.3Whichenvironmentalfactorscontributetothesuccessoftheenterprise?

2. What are the main barriers faced by the social enterprises during several stages of their

development?

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4. Methodology

4.1StudydesignThecurrentstudywasestablishedinordertoprovideanoverviewofthecriticalsuccessfactorsofand

barriers to successful social enterprises in the field of health and social care. The study used a

descriptive qualitative multiple case study design in order to obtain data that were capable of

answering the research questions. A multiple case study design permits researchers to study

explorative complex phenomena, such as social entrepreneurship, with use of different research

methods (Baxter&Jack,2008;Eisenhardt,1989;Yin,2013).Thisapproach isoftenusedwhen1)a

studyisfocusedon‘how’and‘why’questions,2)thebehaviourofparticipantscannotbemanipulated,

3) the context of the study is taken into account, and 4) when the boundaries between the

phenomenonandthecontextarenotclear(Baxter&Jack,2008).Forthecurrentstudyonlyfactors2)

and3)wereapplicable.

4.2DatacollectionSeveral qualitative researchmethodswere used in order to provide reliable and comparable data

(Ritchie&Lewis,2003).Dataweregatheredbymeansof triangulationwithuseofsemi-structured

interviews (multiple stakeholder analysis), document analysis and participant observation (Bowen,

2009).Theuseofmultiplemethods(triangulation) isbeneficial for increasedconfidencewithinthe

gathereddata(Guionetal.,2011).Table2showswhichresearchmethodwasusedtoobtaindataon

thespecificconcepts.Theproceduresusedinthevariousmethodsaredescribedbelow.

Semi-structuredinterview

Documentanalysis Participantobservation

Success X X

Factorsinfluencingsuccess

Criticalsuccessfactors

Characteristicsoftheentrepreneur

X X

Characteristicsoftheenterprise

X X X

Environmentalfactors

X X

Barriers X X X

Table2.Schematicrepresentationoftheconceptsandmethodsusedinordertoobtaintheresults

4.2.1Semi-structuredinterviewsTheuseofsemi-structuredinterviewswastheprimarydata-gatheringinstrumentwithinthisstudy.

Semi-structuredinterviewsprovidedatathatenhanceinsightintotheperspectives,experiencesand

opinionsoftheintervieweesabouttheconceptsderivedfromtheconceptualmodel.Inaddition, it

ensures room for probing in order to clarify the answers of the interviewee, and more in-depth

information is thereby gained (Ritchie& Lewis, 2003). Semi-structured interviewswere conducted

ratherthanunstructuredinterviewsorstructuredinterviewsbecauseunstructuredinterviewshavean

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openstructure,wherethespecificconceptsarenotspecificallytakenintoaccount.Thedataobtained

from structured interviews are primarily quantitative and are similar to data obtained from a

questionnaire.Thismethodwasnotsuitedtotheexploratoryaimofthisresearch(Cohen&Crabtree,

2006;Whiting,2008).

Semi-structuredinterviewswereconductedwithrelevantstakeholdersofthethreesocialenterprises.

Questionswereformulatedinordertoanswertheresearchquestionsandwerecategorisedintothe

threeconceptsrelevanttothepurposeofthestudy:1)success,beingsocialandfinancialsuccess,2)

criticalsuccessfactorsand3)barriers.Afterprovidingashortintroductiontothetopics,theresearcher

posed the formulated questions. Following each topic that was discussed, a short summary was

provided.Attheend,theresearcherensuredthatallquestionshadbeenposedandtheinterviewer

askedforadditionalquestionsorcommentsontheinterview.Aftertheinterviews,asummaryofthe

interviewwassenttoallstakeholders.Itofferedroomtoverifyandchangethedataifnecessary.The

interviewdesignsforthefounderandemployeearepresentedinAppendix9.2.

Ethicsweretakenintoaccountrespectingthesemi-structuredinterviews.Priortotheinterview,the

stakeholderswereaskedtoprovidetheirinformedconsentorally.Inaddition,theywereassuredthat

the data collected were to be kept confidential, and that generated data were only used for the

purposeofthisresearch.

4.2.1.1ResearchpopulationandsamplingstrategyA total of 12 stakeholders—four stakeholders per social enterprise—were interviewed, including

founders, employees, cooperation partners and clients or customers. A variety of different

stakeholderswere included to ensure that the caseswerenot explored throughone lens. Table 3

showsthedemographicsofthestakeholders.Thestakeholderswererelativelyyoung,andgenderwas

equally divided. Both founders and employees were contacted by sending an e-mail invitation to

participateinthesemi-structuredinterview.Thedatacollectionwasconductedatthelocationofthe

social enterprise andwas completed over a period of twomonths. The cooperation partners and

clientsorcustomersweresubsequentlycontactedwiththeassistanceofthefounder.

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#Stakeholder Gender Age(inyears)

Position SocialEnterprise

S1 Male 45 Founder AtlantisHandelshuisS2 Male 45 Employee AtlantisHandelshuisS3 Male 52 Cooperationpartner AtlantisHandelshuisS4 Male 51 Client AtlantisHandelshuisS5 Female 36 Founder BijzonderThuisafgehaaldS6 Female 37 Employee BijzonderThuisafgehaaldS7 Female 28 Cooperationpartner BijzonderThuisafgehaaldS8 Female 58 Client BijzonderThuisafgehaaldS9 Male 43 Founder HotspotHutspotS10 Female 25 Employee HotspotHutspotS11 Male 42 Cooperationpartner HotspotHutspotS12 Female 39 Client HotspotHutspotTotal:12

6male(50%)6female(50%)

Meanage:41,75

3cases

Table3.Characteristicsofthestakeholderpopulationwhoparticipatedinthesemi-structuredinterviews

4.2.1.2Dataanalysis–semi-structuredinterviewsA content analysis was conducted on the data retrieved from the results of the semi-structured

interviews.Therefore,acombinationofan inductiveandadeductiveapproachwasused.First,the

semi-structured interviews were transcribed by the researcher with use of the FastFox software

program.Second,thetranscriptswereread,coded,andanalysed.Bymeansofacodingguide,words,

phrasesandsentencesthatwereofinteresttothestudywereunderlinedandcategorisedintoagroup

witha similarmeaning,basedon theconcepts thatwerealreadyestablished.Thecategorieswere

connectedtotheexistingconceptsofthecurrentstudy.Thisisadeductiveapproach.Asstatedabove,

an inductiveapproachwasalsousedfor theanalysisof thesemi-structured interviews, inorder to

highlightconceptsthatwereraisedthathadnotbeenestablishedwithinthepredeterminedconcepts

andhadnotbeenincludedinthecodingguide.Thesetwoapproachesresultedinahighlevelofvalidity

fortheanalysisoftheobtainedresults(Rourke&Anderson,2004).

4.2.2DocumentanalysisTheuseofdocumentanalysisisoftenconductedduringqualitativecasestudies,becauseitproduces

empirical data and complete descriptions that provide in-depth understanding of the cases. An

advantage of a document analysis is the easy access to documents by means of the Internet. In

addition,thismethodisbeneficialbecauseofitscost-effectiveness.Itislessexpensiveandlesstime-

consumingthantheotherresearchmethodsusedinthecurrentstudy(Bowen,2009).

The current study uses document analysis in order to gain in-depth insight into the social impact,

financialsuccess,andstrategyoftheselectedsocialenterprises(Love,2003).Socialimpactdocuments,

financialdocumentsandabusinessplan(ifapplicable)oftheenterprisewererequestedduringthe

semi-structuredinterviewswiththefounder.Duringtheanalysisofthesocialimpactdocuments,the

22

focus was on the area of social impact and figures associated with the social impact. Financial

documents were analysed on financial performance, such as profit and turnover, and financial

sustainability.Businessplanswereanalysedontheirstrategyandaimsofthesocialenterprise.

4.2.2.1Dataanalysis–documentanalysisDocumentanalysisisasystematicprocessforbothhardcopyandelectronicdocuments.Documents

such as financial reports, social impact reports, and businessmodelswere systematically analysed

(Bowen, 2009). Within this study, a document analysis begins with the process of categorising

documents, determining their context and addressing their accuracy. This procedure must be

conductedbefore theactualanalysisof thedocuments inorder toachievevalidity (Bowen,2009).

Thereafter,theactualprocessofanalysisentailsfinding,selecting,appraisingandsynthesisingdata

obtained from the documents. Document analysis generates data that are organised into major

themes,categoriesandcaseexamplesspecificallythroughacontentanalysisandathematicanalysis

(Labuschagne,2003).Thisanalysisconsistsofbothcontentanalysisandthematicanalysis.Content

analysisistheprocessoforganisinginformationintocategoriesrelatedtothecentralquestionsofthe

research, similar to the content analysis of the semi-structured interviews. Within the thematic

analysis,emergingthemesbecomecategoriesforanalysisbyrecognitionofpatternswithinthedata

(Bowen,2009).

4.2.3ParticipantobservationsThe final researchmethodwas the use of participant observation. Thismethodwas chosen for a

focused approach, whichmeans that observations were carried out on the basis of the concepts

derivedfromtheconceptualmodel.Theparticipantobservationsprovidedinsightintotheactivities

and behaviours of the study participants. Observations were conducted twice: internally (at the

premisesoftheorganisation)andexternally,wheretheservicewasdelivered.Fieldnotesweremade

duringtheobservationsaboutthecharacteristicsoftheentrepreneurandtheenterprise.Fieldnotes

consist of environment, activities, behaviour of the employees, organisational culture and

characteristics of the entrepreneur and enterprise. These data were used to strengthen the data

obtained from the semi-structured interviewsanddocument analysis. Ethicsplay also a rolewhile

conductingparticipantobservation.Thestakeholdersofthesocialenterpriseswereinformedofthe

purposesoftheobservations(Kawulich,2005).

4.2.2.1Dataanalysis–participantobservationsField notes were obtained from the participant observation. The field notes included accurate

descriptionsoftheprocessoftheobservations.Theanalysisofthegenerateddatawassimilartothe

analysisofthesemi-structuredinterviews,andtheinductiveanddeductiveapproacheswerealsoused

inthiscontext.Usinganinductiveapproach,thefieldnoteswerecategorisedintogroupshavingsimilar

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meaning,derivedfromtheconceptualmodel.Thedeductiveapproachwasusedinordertodetermine

conceptswhichwerenotestablishedintheconceptualmodel(Kawulich,2005).

With the use of the three qualitative methods, including semi-structured interviews, document

analysisandparticipantobservation,datawereobtainedinordertoanswertheresearchquestions.

Theresultsderivedfromthestudyaredescribedbelow.

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5. ResultsThe current chapter describes the results of the qualitative analysis obtained via semi-structured

interviews,documentanalysisandparticipantobservation.First,paragraph5.1describesthesuccess

oftheenterprises,includingboththeirsocialimpactandtheirfinancialsuccess.Second,paragraph5.2

showsthecriticalsuccessfactorsandbarriersthatinfluencethesuccessofthesesocialenterprises.

The findings on critical success factors are subdivided into characteristics of the entrepreneur,

characteristicsoftheenterpriseandenvironmentalfactors.

5.1SuccessThisparagraphdescribesthesuccessofthesocialenterprises,whichisdeterminedbythemission,the

social impactachievedandthecurrentfinancialstateandthefutureaimsofthesocialenterprises.

Giventhevarietyofthemissions,achievementsandaimsofthesocialenterprisesexaminedinthe

currentstudy,thesuccessofthedifferententerprisesisdescribedseparately.

5.1.1AtlantisHandelshuisToprovideinsightintothesizeofAtlantisHandelshuis,Table4showsthenumberofemployeesand

thenumberofclientsoftheenterprise.Additionally,thecorebusinessisprovidedinordertorefresh

theservicedeliveredofthesocialenterprise.AtlantisHandelshuis isaprivatelimitedcompanyand

employsfourpeople.ThemissionofAtlantisHandelshuisistosavetheplanetintermsofsustainability.

ThefollowingquotationbythefounderofAtlantisHandelshuisillustratesthisstatement:

“Iconsider it isasuccesswhenweareabletocreatevolumeswiththewaywedobusiness

whichaffectstheenvironmentasmuchaspossible.Andthatisstillafuzzyconcept;whenisit

bigenough?The impact isbigenoughwhenwearecapableofsavingtheplanetwitheach

other”.

AtlantisHandelshuishassetgoalsinordertomeettheirmission.Theytradesustainableandhealthy

food for health care organisations, which brings the demand (care) and the supply (agriculture)

together.AsshowninTable4,AtlantisHandelshuishastworegularcustomers,includingonehospital

andoneelderlycareorganisation,aswellasanumberofpilotprojectsrunninginseveralhealthcare

organisations.Clearly,itisdifficulttocreatesocialimpact.Asshownbythesocialimpactdocument,

whichwas createdby a large consulting firm,AtlantisHandelshuis is still too small to achieve the

intendedsocialimpact.However,therearesomefiguresthatdemonstrateitscurrentsocialimpact.

DuetoAtlantisHandelshuis,thedailyCO2emissionsofitsclientsare89%lessthantheclientsofother

generalwholesalers.

Accordingtothefounderandtheparticipantemployee,thefuturegoalsofAtlantisHandelshuisareto

increaseitsvolumeofclients,expandingnationally.Inaddition,theywanttoberesponsibleforthe

25

purchaseof30%ofsustainablenutritionbyhealthcareorganisationswithintwoyears,assetoutina

documentaboutthetheoryofchangeofAtlantisHandelshuis.

AtlantisHandelshuis(2012)

CoreBusiness Wholesalerinregional,organic,ecologicalandsustainableproductsforhealthcareorganisations

Legalstatus PrivatecompanyEmployees 4Clients 1Hospital

1ElderlycareorganisationNetturnover2015(€) 610,398Netprofit2015(€) -61,174Grants/subsidies n/a

Table4.AdescriptionofAtlantisHandelshuis

Fromafinancialperspective,the2015annualreportofAtlantisHandelshuisisusedtodeterminetheir

financialsuccess.Theturnover isgeneratedfromearned income,sharesofthreeshareholdersand

loans.AtlantisHandelshuiscreatedafinancialstructureincollaborationwiththefoundation‘Doen’,

whichguaranteedabankloantoAtlantisHandelshuis.In2015,AtlantisHandelshuisalmostbalanced

thebooks.

5.1.2BijzonderThuisafgehaaldThesuccessofBijzonderThuisafgehaalddiffersfromAtlantisHandelshuisinseveralrespects.Table5

describesBijzonderThuisafgehaald,whichisanon-profitfoundationemployingfivepeople,including

thefounderherself.ThemissionofBijzonderThuisafgehaald is to increasehealthandwellbeingof

vulnerable,elderlypeople.BijzonderThuisafgehaaldachievesthismissionbyprovidingaplatformfor

vulnerable,elderlypeopleandcooks.Cookspreparedinnerfortheelderlyinexchangeforsomeminor

compensation.Therefore,theelderlyreceivehealthyfood,andtheirsocialsupportincreasesaswell.

AsocialimpactdocumentofBijzonderThuisafgehaaldshowsthatqualityoflifeincreasesin91%of

caseswhenavulnerableorelderlypersonislinkedtoahomecook.Thefollowingquotationfroma

personwhocookstwotimesaweekforavulnerable,86-year-oldwoman,illustratesthefactthatthe

healthofthemembersofBijzonderThuisafgehaaldwillimprove:

“Especiallyinthebeginning,shesaidatonepoint:“Well,Igainedweightagain.”Becauseshe

lostweight,merelybecauseshedidn’tlikethefood.Andthenshestartedeatingmyfoodand

shegainedweightagain!”

ThegoalsofBijzonderThuisafgehaaldaretoscaleupinordertoachieveasmuchaspossible,based

onpartnershipswithlocalhealthandsocialcareorganisations.Asdescribedabove,19,200mealswere

sharedinsixmunicipalitieswithinthefirsttwoyearsofoperationofBijzonderThuisafgehaald.By2020,

26

theorganisationaimstoshare50,000mealsin18municipalities.Thisequatesto160.1%growthof

sharedmealsinfouryears.

Froma financialperspective,BijzonderThuisafgehaalddidnotbalance itsbooks in2015.Bijzonder

Thuisafgehaaldgeneratedcapital fromearned incomeand funds fromthree foundationsproviding

differentlevelsoffinancialsupport.Thefinancialgoaloftheorganisationistobecomeself-sustaining

andtherefore,theultimaterevenuemodelistohavethemunicipalityasitspayingcustomer.Inthe

firstyear,2014,BijzonderThuisafgehaaldgenerated80%ofitscapitalfromfundsand20%fromco-

financingbymunicipalities.Inthesecondyear,theyreceived60%ofcapitalfromfundsand40%from

co-financingbythemunicipalities.Inthethirdyear,40%ofcapitalwasgeneratedfromfundsand60%

fromco-financingbythemunicipalities.Theaimistobecomeself-sustaining in2017,whichmeans

thatBijzonderThuisafgehaaldoperateswithoutfundingandthatthemunicipalitiespayforahundred

percentoftheservice.

BijzonderThuisafgehaald(2014)

CoreBusiness Supportforvulnerableorelderlywhoneedadditionalhelpduringdinnertime

Legalstatus Non-profitfoundationEmployees 5Clients 406matchesbetween

vulnerable/elderlyandhomecooks;19,200sharedmealsperyear

Netturnover2015(€) 235,000Netprofit2015(€) -2,550Grants/subsidies(€) 150.00(63.83%ofnetturnover)

Table5.AdescriptionofBijzonderThuisafgehaald.

5.1.3HotspotHutspotHotspot Hutspot is a non-profit foundation with three permanent employees who carry out the

managementtasksoftheenterprise.Inaddition,HotspotHutspotengagesthreeself-employedcooks

andatotalofapproximately30to40volunteers.ThemissionofHotspotHutspotistoprovidehealthy,

tastyandsustainablefoodforpeoplelivinginRotterdam.Inaddition,HotspotHutspotaimstoassist

indevelopingthetalentofpeopleatadistancefromthelabourmarket.HotspotHutspotachievesthis

missionbycreatingrestaurantsmanagedbylocalyouth,orindividualsatadistancefromthelabour

market.TheinterviewwiththefounderofHotspotHutspotindicatesthattheyincreaseemployment,

asillustratedbythefollowingquotation:

“Therearealreadyfiveguyswhostartedthehospitalityschoolattheageof13,afterprimary

school.[…]Andanotherguy,aconstructionworkerof45yearsold,startsatthecookingschool

27

at level two inSeptember, twootherwomenaswell.All thesepeopleare in their twenties,

thirtiesandforties,whocrashedintheirpreviousjobs”.

ThefuturegoalsofHotspotHutspotincludeopeningtherestaurantsmorefrequently.Atthemoment,

thefourlocationsareopenfortwodaysperlocation.Inaddition,HotspotHutspothastheambition

toexpandtoothercitiesaswell inordertoexecutetheirconcept. Inhis interview,thefounderof

HotspotHutspot indicatedthathereceivesrequests fromothercitiestoestablishHotspotHutspot

restaurants.Inaddition,thefounderstatedthattheconceptofHotspotHutspotisseenasabasiswith

agreatdealofpotential.Therefore,hewantstodeveloptheconceptfurther,suchascreatingahigh-

endrestaurantdispensinghighqualityfood,orahotel.

Financially, Hutspot Hotspot generates capital in several ways. They generate capital from the

purchase of dinners within the restaurants, which is their own income. Additionally, they receive

sponsorship,grantsandsubsidieswhichamountto±87%oftheirturnover.InTable6,thefinancial

figuresare shown,basedon theamount that isneeded inorder toopen twodaysaweekatone

location.Theyaredependentongrantsandsubsidies,andtheamounttheyreceivedetermineshow

many days the restaurants can open. However, the founder of Hotspot Hutspot does not seek to

becomeself-sustaining.Hebelieves thatHotspotHutspothas the right to receivemoney fromthe

governmentandthemunicipality,becausetheyfulfilarolerelatedtohealthandwell-beingwithinthe

city.However,theystrivetoreducethecapitalgeneratedbygrantsandsubsidies,andtheyseekto

acquiretheircapitalasfollows:33%fromsponsorship,33%fromself-generatedincomeand33%from

grantsandsubsidies.

HotspotHutspot(2012)

CoreBusiness EnhancesocialcohesionofadolescentsinlowSESdistrictsbycooking

Legalstatus Non-profitfoundationEmployees 3permanentemployees

3cooks±30,40volunteers

Clients 4restaurantsinRotterdamopen2daysaweekperlocation

Netturnover(€) 71,039Grants/subsidies/sponsorship(€)

61,461(86.51%ofnetturnover)

Netprofit2015(€) n/a

Table6.AdescriptionofHotspotHutspot

5.2FactorsthatinfluencesuccessInthefollowingparagraphs,thefactorsthatinfluencethesuccessofasocialenterprisearedescribed,

including both the critical success factors and the barriers that were discussed during the semi-

28

structuredinterviews.First,thecriticalsuccessfactorsaredescribed,whicharesub-dividedintothe

three categories: characteristics of the entrepreneur, characteristics of the enterprise and

environmentalfactors.Thereafter,thebarriersexperiencedbythesocialenterprisesarementioned.

5.2.1Criticalsuccessfactors

5.2.1.1CharacteristicsoftheentrepreneurAsdescribedabove,allthesocialenterpriseshaveamissiontoaddress,andtheyachievesocialimpact.

Therefore, this demonstrates that they all are socially engagedwith a vision to address societal

problems in a certain way. In addition, all the founder–entrepreneurs consider themselves as

persistent.Basedonthesemi-structuredinterviews,itappearedthatthesocialenterprisesareintheir

quiteearlystages,andrespondentsmentionedthattheyfacedbarriersduringthedevelopmentofthe

social enterprises.However, the social entrepreneurswant to achieve the social impact theyhave

intended to thegreatestpossibledegree.Therefore, the socialentrepreneurs sethigh, challenging

goalsanddonotyield,becausetheyareintrinsicallymotivatedtoachievetheintendedsocialimpact.

Duringhisinterview,thefounderofAtlantisHandelshuisdescribedhowheaddressespossiblebarriers

andtherebydemonstrateshispersistence:

“Well,I’llgoforitanycase.Theideaof"wewon’tgetthere",doesnotapplytome”.

However,thetheorythattheentrepreneursarehighrisk-taking,wasnotexplicitlymentionedbythe

stakeholders.Allthefoundersmentionedthattheir ideawasanewandinnovative ideatoaddress

societal problems, and were not sure if the concepts ‘worked’. The founder of Bijzonder

Thuisafgehaaldnotedthatasocialentrepreneurhastopossessahighrisk-takingpropensity,otherwise

shewouldhaveneverstartedherownbusiness.However,shementionedthatsheherselfdidnothave

thisspecificcharacteristic.Duringthesemi-structuredinterview,shementionedthatherhusbandwas

closelyinvolvedduringtheestablishmentofBijzonderThuisafgehaald.Shestatedthefollowingabout

herpersonality:

“But at the same time, it is not onlymy background. Then I wouldn’tmanage it. So, it is

especiallyhis[husband's]entrepreneurialbackground,hisrisk.Let’ssay,he likesrisks.Well,

thatwascrucialfortakingthefirststeps”.

AnotherfeaturementionedbytwostakeholdersofHotspotHutspotandBijzonderThuisafgehaaldis

thedegreeofpragmatismoftheentrepreneur.Thismaybeseeninthemannerinwhichtheyconduct

business.Thefollowingquotationofanemployeemayillustratethepragmatismoftheentrepreneur:

“WewantedtoinvolveGPs,andwewereworkingonitforonemonthalready.Wenoticedthat

GPs are incredibly difficult and that we had more in common with dieticians and

29

physiotherapists.Well,thenwemovedontothephysiotherapistsanddieticians,forgetabout

theGPs”.

5.2.1.2CharacteristicsoftheenterpriseCharacteristicsoftheenterprises identified inthisstudywereprimarilybasedontheresultsofthe

semi-structuredinterviewswithpeopledirectlyinvolvedinthesocialenterprises,suchasthefounders

andtheemployees.Thecooperativepartnersandclientsgenerallyhadlessin-depthknowledgeabout

thecharacteristicsofthesocialenterprises,becausetheywerenotinvolvedwiththeenterpriseona

regularbasisandhadlessinsightintothebusinessstrategy.

Foundersandemployeesallindicatedthattheorganisationalculturewasinformalandflatinallcases;

therewas littlehierarchypresent.Accordingtothefoundersandemployees, themanner inwhich

taskswereexecutedwasnotofprimaryimportance,becauseallemployeeswhoweredirectlyinvolved

in the enterprise wanted to achieve an impact on society to the greatest degree possible. The

interviewswiththefoundersandemployeesindicatedthattheenterpriseswereresultdriven,witha

highpersonalresponsibilitytoachievetasks.Theemployeesthereforenoticedthattherewasahigh

trustlevelintheworkplace.ThefollowingquotationofthefounderofAtlantisHandelshuisillustrates

theflatcultureofAtlantisHandelshuis:

“OneofthefirstthingsIaskedwas:“Whatdoyouwant?Doyouwantamanagerabove?Or

areyougoingtomanageityourself?”Well,whatwastheanswerdoyouthink?[Interviewer:

"Manageitthemselves?"]Yes,apancakeshouldbeflat”.

Withintheorganisationalculture,itappearedthatthereisaparochialcultureamongemployeesand

cooperativepartners,becausetheyallsharedthesamevisionaboutthesocialimpacttheywantto

achieve.Accordingtothefounders, it is importanttosharethesamevisioninordertoachievethe

mission defined by the enterprises. In addition, all employees should be intrinsicallymotivated to

achieveandimprovesocialimpact.Ingeneral,theregularemployeesandfoundersworklonghours

forrelativelylowsalaries,andthereforetheyinvestinsomewayinthesocialenterprises,according

tothefounderofAtlantisHandelshuis.Thisstatementcanbeillustratedwiththefollowingquotation

bythefounderofAtlantisHandelshuis:

“Ofcourse,youneedtopossesstherightcompetencies.Butsustainabilityshouldbe inyour

DNA,becauseyoubecomepartof theDNAofourcompany.And ifyouhaven’t,notevena

sparkle,youareatthewrongplace.Weasktoinvestalittlebitinthecompany”.

The business strategy differed among the three social enterprises. For example, neither Bijzonder

ThuisafgehaaldnorHotspotHutspotwroteabusinessplanbeforetheystartedtheHeldCareprogram.

30

Ingeneral, those twoenterprisesmentioned learningbydoing.According to them, therewereno

similarexamplesofsocialenterprisesorbestpracticesonhowtoperform.Withorwithoutaconcrete

businessplan,thingswillnevergoaccordingtoaplan.Thisimpliesapragmaticbusinessapproach.

ThefounderofBijzonderThuisafgehaaldstatedthatitistypicalforsocialenterprisestodobusinessas

leanstart-ups:

“Weneverwroteabusinessplan,weneverperformedariskanalysis,andwedidnotperform

a competitive analysis.We just had a nice idea andwe thought, let’s start! [...] because I

stronglybelieveasanentrepreneur,asasocialenterprise,thatyoulearnbydoing,insteadof

bywritingbusinessplansandbyanalysingforalongtime”.

However,thefounderofAtlantisHandelshuisuseabusinessplanandhestatedthatacertainbusiness

planisimportanttodeterminethestrategyoftheenterprise.

5.2.1.3EnvironmentalfactorsSeveralenvironmentalfactorswerementionedbydifferentstakeholdersthatmayhaveaneffecton

the successof theenterprises. Factorswere found in thebackground, thepersonal contextof the

entrepreneur,andthetrendsthatemerged.

The results respecting the background of the entrepreneurs were primarily based on the semi-

structuredinterviewswiththefounders.Itappearedthatthebackgroundsofallentrepreneursplayed

aroleinthewaytheydobusiness.Thiswasmainlyacombinationofpastpersonalevents,suchasthe

experience they gained from their previous employment. All entrepreneursmentioned that their

currententerpriseisinlinewiththeirpreviousemployment,oracombinationofpreviousexperiences.

ThefounderofAtlantisHandelshuispreviouslyoperatedacateringandhospitalitybusiness,butnot

onefocusedonsocialimpact,however.ThefounderofHotspotHutspothadhisowncateringbusiness

andwasafirstdegreeteacherinartanddrawingwhoworkedwithreintegratedadolescents.Factors

of interest to the entrepreneurs seem to integrate with their social enterprise. The founder of

BijzonderThuisafgehaaldwasnotpreviouslyanentrepreneur.However, she is interested inglobal

citizenship,whichaccordingtoher,demonstratesmanysimilaritieswithBijzonderThuisafgehaald.She

learned entrepreneurship from her husband, who has always been an entrepreneur. He was an

important factor inherpersonal surrounding inorder tochangehercareerandestablishherown

socialenterprise.

The entrepreneurs had created major networks in their previous employment. Accordingly, they

mentionedthat it is importanttoknowthe ‘right’people.Theynotedthatanetwork isextremely

importantinordertoexist.Theyreportedtryingtoexpandtheirnetworkasmuchaspossible,andto

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increasethesocialimpactbydisseminatingtheirmessage.Thefoundersusedtheirnetworktolearn,

helpandsharetheirexperienceswithothersocialentrepreneursorpossibleclients.Thefounderof

HotspotHutspotremainedconvincedthattheyexistduetohisnetwork.

Trendsthatemergeinsocietyseemtobeenvironmentalfactorsthatpositivelyinfluencethesuccess

ofthesocialenterprises.Allrespondentsnoticedanincreasedattentiontothetrendsofsustainability

and increasedattentiononbiologicalandhealthy food,whichalignwiththedirectionof thesocial

enterprises.AclientofAtlantisHandelshuis,acookwithinahospital,spokeoftheuseoffreshand

sustainableproductswithinthehospitalsandtheincreasedattentionofotherhospitals:

“Ithinkitisatrendamonghospitals.Becausewestartedtocookbyourselves,weareoneof

thehospitalsthathasbeenattheforefronttocookourselves. […]andbecausewetakethe

lead,alotofhospitalswanttocookbythemselvesaswell,andtheytakealookathowwedo

that.”

In addition, Bijzonder Thuisafgehaald anticipates trends related to the transition to a participation

societyandfocusonself-sustainabilityofcitizens.

5.2.2BarriersThestakeholdersmentionedseveralbarrierstheyfacethatmayrestrainthedevelopmentofthesocial

enterprises. Themost frequently mentioned barriers were principally identified as accessibility of

capital andunfamiliarity of the general public, aswell as potential clients and financiers,with the

conceptofthesocialenterprises.Inaddition,socialenterprisesaredependentontheslowdecision-

makingprocessesofotherorganisations.

Itwasstrikingthatbarrierswerediscussedrelativelymoreoftenbyallthestakeholderscomparedto

theotherconcepts.Allstakeholdersmentionedtheaccessibilityofcapitalasamajorbarrier,however

atdifferent levels.BijzonderThuisafgehaaldandHotspotHutspotworkwithfunds.Stakeholdersof

BijzonderThuisafgehaaldandHotspotHutspotmentionedthatfundstakealongtimeandsetcriteria

thatnarrowthepossiblefundsavailableforthesocialenterprises,sincefoundationsprovidefundsto

specific purposes. From the semi-structured interviews, it appeared thatHotspotHutspotwasnot

alwaysinapositiontopaythewagesoftheregularstaff,inwhichcase,thecooksreceivedprecedence.

Stakeholdersmentionedhavingachroniclackofresources.Duetothelackoffinancialresources,they

mentionedashortageofemployeesandmarketing,whichmadeitdifficulttoadvertisethecompany.

Inaddition,thetargetgroupwasdifficulttoreachinthecaseofBijzonderThuisafgehaald.Ahome

cooknotedthattheelderlyexperiencedifficultywhenmakinguseofacomputerortheinternet,or

both.

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Anotherbarrierthatarosefromthesemi-structuredinterviewwithacooperativepartnerofAtlantis

Handelshuis,abutcherbyprofession,wasthepriceofthegoodssoldtothehealthcareorganisations.

AtlantisHandelshuis'pricesareoftenhighercompared to the typicalpriceofgoods.The following

quotationillustratesthisstatement:

“Butthen,it’safinancialissue,itisabitmoreexpensive.It’sjustalittlebitmoreexpensive.

Andeverybodyhastheirownbudget.So,I’venoideaifitbecomesasuccess.”

Unfamiliarityatseverallevelswasalsoabarriermentionedbythestakeholders.First,withrespectto

thefamiliarityofstakeholderswiththeenterprises,itbecameapparentfromtheinterviewsthatthe

socialenterpriseswereintheirearlystages.Therefore,thesocialenterpriseswereunfamiliartopaying

clients, customers and financiers, which sometimes made it difficult to contact and convince the

appropriatepeople.Additionally,allenterpriseshadbeguntocollaboratewithpartnerswithinthelast

sixmonths.Forexample,oneoftheclientsofHotspotHutspot,whohadbeenworkingforonlyfive

months in the hospital, was not familiar with the enterprise. A cooperative partner of Bijzonder

Thuisafgehaald,workingatawelfareorganisationinLeiden,notedthat itwasdifficulttoreachthe

necessarypeopleinordertoexpandtheorganisation.Accordingtoher,theconceptwasnotyetfully

integratedinthewelfareorganisation,andthetransitionwasaslowdecision-makingprocess.

Inaddition,theslowdecision-makingprocessesofhealthcareorganisationsandmunicipalitieswere

often identifiedbythestakeholdersofthesocialenterprisesasabarrier.Aspreviouslymentioned,

decisionsmustbepassedandapprovedbyseveralboardswithinthehealthcareorganisationsand

municipalities,whichmakestheseprocesseslengthyandtime-consuming.Consequently,thesehealth

careorganisationswereperceivedbystakeholdersasbureaucratic.

Anotherbarrier,experiencedbythesocialenterprises,isresistanceonthepartoffor-profitenterprises

tocollaboratewithsocialenterprises.Stakeholdersstatedthatfor-profitenterprisesoftenconsider

socialenterprisesascompetitors.Thestakeholdersbelievedthatthisresistanceisduetothedifferent

missionandvisionofthesocialandfor-profitenterprises.Stakeholdersmentionedthatitisdifficultto

collaboratewithotherenterprises thatadhere to theoldparadigm,which isoften called the ‘old

economy’bythestakeholders. Ingeneral,for-profitenterprisesfocusongeneratingcapitalastheir

primaryincentive,comparedtosocialenterprisesthatfocusprimarilyonsocialimpact.However,the

employeesandfoundersofthesocialenterprisesbelievethatthecollaborationamongenterprises,

including social enterprises, boosts the impact on society. As an employeeofAtlantisHandelshuis

mentioned,

“Yes,youdon’thavetosqueeze,butyouhavetocollaborate.Itwillthencreatecrossovers,and

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betweenthelinesandinterfacesyouwillget,youachievetherealinnovativeforces,andthat

iswhatwehavetoworktowards.”

34

6.DiscussionThe study was conducted in order to contribute and strengthen the academic evidence in the

explorativefieldofsocialenterprisesintheNetherlands.Themaingoalofthecurrentstudywasto

gaininsightintothemaincriticalsuccessfactorsandbarriersofsocialenterprisesinthehealthand

socialcaresector.Therefore,threesocialenterpriseswereselectedinthefieldofnutritionthatpursue

similarmeasuresofsuccess.Todate,thereisaconsiderablevolumeofliteraturethatconsiderscritical

success factors and barriers faced by for-profit enterprises and social enterprises in countries

neighbouring the Netherlands, where social entrepreneurship has been more fully developed.

However, little attentionhasbeengiven to these factorsas theyapply to social enterprises in the

Netherlands,where the context differs from the surrounding countries, such as the application of

differentlawsandregulations.Thisstudydeterminesthesuccessoftheenterprises,andinaddition,

describesthemostimportantcriticalsuccessfactorsthatmustbepresentandbarriersthatmustbe

overcomeinordertobecomeasuccessfulsocialenterprise.Bydeterminingthecriticalsuccessfactors

ofandbarriersexperiencedbythethreesocialenterprises,aframeworkcanbecreatedinorderto

helpbeginningsocialenterprisesinthehealthandsocialsector,anemergingfieldintheNetherlands.

Theconclusionofthecurrentstudyshouldbeconsideredasasteptowardsbroadeningtheevidence

onsocialentrepreneurshipinhealthandsocialcare.However,withasmallsamplesize,cautionmust

beapplied,andmuchmoreresearchmustbeconductedtostrengthenthefindingsandevidenceon

thetopicofsocialentrepreneurship.

6.1Reflectionontheresults

Themost importantstudy findings thatarerelevantaredescribed inorder toanswertheresearch

questions. First, to what extent the social enterprises are successful is described. Thereafter, the

resultsofthecriticalsuccessfactorsandbarriersthatinfluencethesuccessofthesocialenterprises

aredetailed.

Itisdifficulttodrawconclusionsastotheextenttowhichthesocialenterprisesaresuccessful,dueto

thearbitrarymeaningofsuccess.However,asdefinedinthisstudy,successdependsonthegoalsand

achievements respecting social impact and financial success. Results relating to social impact and

financial success were derived from semi-structured interviews and document analysis. It can be

concludedfromthedatathatthesocialenterprisesincludedinthisstudyarestillintheearlystagesof

theirdevelopment.Therefore,itseemsthattheselectedsocialenterprisesarenotyettrulysuccessful,

because they have not yet achieved the predetermined social impact and not all are financially

sustainable. The data suggest that the social impact of the social enterprises largely depends on

financialsuccessandperformance,andthisfindingisalsodescribedintheliterature(Orlitzkyetal.,

35

2003;Waddock&Graves,1997).Whensocialenterprisesbecomefinanciallysustainable,theyareable

to expand, which enhances their social impact. Given the need for social enterprises due to

decentralisation, and in addition, trends towards sustainability and healthy nutrition, the social

enterpriseshaveahighgrowthpotential.

Thefollowingfindingsconcernthecriticalsuccessfactorsthatinfluencesuccessasdescribedabove.

Thestudyfindingssuggestthereisawiderangeofcriticalsuccessfactorsthatmayaffectthesuccess

of social enterprises. The critical success factorswere sub-divided into characteristics of the social

entrepreneur,characteristicsofthesocialenterpriseandenvironmentalfactors.Thedatasuggestthat

the characteristics of the social entrepreneurs of the current study can be described as socially

engaged,visionary,persistent,havingahighpropensityforrisk-taking,andpragmatic.Itisstatedthat

characteristicsoffor-profitentrepreneursandsocialentrepreneursoverlap.AccordingtoAbu-Saifan

(2012), some characteristics, such as those found in the current research, apply to for-profit

entrepreneurs,tosocialentrepreneursortoboth.Ahighpropensityforrisk-takingcanbeattributed

toboththefor-profitaswellthesocialentrepreneur(Abu-Saifan,2012).Beingsociallyengaged,being

avisionary,havingpersistenceandexhibitingpragmatismaretypicallyseenascharacteristicsofsocial

entrepreneurs(Abu-Saifan,2012;Dees,2001&2007;Light,2006;Roberts&Woods,2005).

The critical success factors for social enterprises in the field of health and social care were also

assessed,particularlyastheserelatetothebusinessstrategyandorganisationalculture.Thefindings

relatedtorelianceonadefinedbusinessstrategywereambiguousamongthesocialenterprises.Two

social enterprises initially had no business plan; these social enterprises were characterised by

conducting business while learning, and developing experience without a preconceived plan. One

socialenterprisedidhaveabusinessplan.However, it isdifficulttodrawconclusionsbasedonthis

small sample size. It is suggested that some social enterprises have a strongbusiness focus,while

othershavealooserbusinessapproach.Theliteratureconfirmsthisfinding(Bull,2007).Asconcluded

bypreviousresearch,thereisaspectrumofbusinessstrategiesamongsocialenterprises.Ontheone

hand,therearethemoresocially-drivenenterprises,containingorganicorganisationalsystems,and

ontheotherhand,therearemorebusiness-drivenenterprises, featuringmorestructuredbusiness

systems(Bull,2007).Oneofthesocialenterprisesincludedinthisstudyappliedabusinessapproach,

whichcanlikelybeattributedtothefactthatlargeamountsofmoneywereinvolvedwithinthesocial

enterprise,whichrequiredastructuredwayofdoingbusinessandfinancialaccountability.Theother

socialenterprisestendtowardthesocially-drivenapproach.Theycouldaffordanorganicapproach,

becausetheywerelesscommittedtolargeamountsofmoneyanddidnothavetojustifyspendingto

majorclients.

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Criticalsuccessfactorsconcerningorganisationalculturewerealsoassessed.Sixdimensionsthatare

partoforganisational culturearedescribedwithin the literature. Theorganisational cultureof the

selectedsocialenterprisesseemstoberesult-andjob-oriented,parochialandpragmatic.Bothopen

and loose control systems were observed. Derived from the literature, some similar results were

found.Thesocialenterprisesappeartoberesult-oriented,intheformofachievingsocialimpactby

attractingclientsorcustomersasmuchaspossibleinordertoincreasethesocialimpact.Thisfinding

wasconfirmedbythereportofPwC(2015).Asstated,thesocialenterprisesseemtobejob-oriented,

as theworkethicwashighamongtheiremployees.Agreatdealof responsibilitywasgiven to the

employeetoaccomplishtasks.Inaddition,therewerelimitedresources,whichincreasespressureon

theemployees.This isreflected inthe literatureaswell.AstudyofBull (2007)suggeststhatsocial

enterprises ingeneralaredrivenbytheworkethicof thesocialenterprise.Althoughtheparochial

cultureislesscomprehensivelydescribedinthecontextofsocialenterprises,inthecurrentstudyit

appearsthatemployeeshaveasharedvisionandfeelstronglyconnectedtothesocialenterprise.The

loosecontrolandopensystemsaremorefrequentlysupportedbytheliterature;littlehierarchyand

high trust levelareoftenencounteredwithinsocialenterprises (Defourny&Nyssens,2007;Kerlin,

2009).Concerningthepragmaticornormativedimensions,theextenttowhichsocialenterprisesare

pragmaticornormativedependsonthebusinessstrategy,asdescribedabove.

Theenvironmentalfactorsthatarosefromthedataweremainlyfocussedonthemacro-socialaspects.

Thedatasuggestthatpreviousemploymentoftheentrepreneurseemstohaveamajorimpactonthe

successofthesocialenterprise.Thesocialentrepreneurshadexperienceinentrepreneurship,orhad

someone in their immediate surroundings who was experienced in entrepreneurship. Previous

experienceinentrepreneurshipseemstobeofimportanceinachievingsuccess,thiswasalsostated

within the literature (Stuart & Abetti, 1990). In addition, the network of a social entrepreneur is

important while doing business in order to distribute the knowledge, and gain new contacts and

resourceswhicharelikelytoexpandorganisationalcapacity,thiswasalsoencouragedbytheliterature

(Austinetal.,2006).Inaddition,societaltrendsseemtohaveapositiveimpactonthesuccessofsocial

enterprises.Increasedattentiononhealthynutrition,sustainabilityandaparticipationsocietywhere

noticed and seem to be sector-specific. The social enterprises anticipate to these trends which

probablyincreasetheknowledgeonthesesocietalissuesaddressesbythesocialenterprises,among

others,onthegeneralpublicanddecisionmakersinhealthcareorganisationsandmunicipalitiesupon

which social enterprises depend. No literature was found on this topic. In addition, the social

enterprises fulfil a part of themunicipalities' responsibilities in the field of health and social care

(Vocht,2007).

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Alongsidethecriticalsuccessfactorsthathaveapositiveinfluenceonsuccess,therearebarriersthat

negativelyinfluencesuccess.Themostimportantbarriersthatinhibitsocialenterprisesfromfurther

development is the lack of accessibility of capital, adherence of for-profit enterprises to the old

paradigm,slowdecision-makingprocessesoforganisationsthatthesocialenterprisedependsupon

forsuccess,andunfamiliarityofentrepreneurswiththesocialenterpriseingeneral,andamongother

enterprises,healthcareorganisations,andmunicipalities.Withinthecurrentstudy,thereisanegative

relationshipbetween theaccess tocapitaland familiarity in the fieldof socialentrepreneurship. It

seemstobedifficultforsocialenterprisestoreachfinancersandclientsduetotheunfamiliarityof

social entrepreneurship ingeneral anddue to theunfamiliarityof theenterprise itself. This is also

indicatedbyliterature,asthereportsonsocialenterprisesstatedthatunfamiliarityresultsinalackof

access to capital (Austin et al.,2006;McKinsey, 2011; SER, 2015; Social-EnterpriseNL, 2015). The

unfamiliaritycanbeattributedtothefactthatsocialentrepreneurship is lessdevelopedwithinthe

Netherlands. Social entrepreneurship in surrounding countries, such as theUnited Kingdom, is far

moredeveloped.Therefore,socialenterprisesaremorefamiliarandhavelessdifficultyinaccessing

capital(McKinsey,2011).Anotherbarrierfacedbythesocialenterprisesistheslowdecision-making

processwithinthehealthcareorganisationsandmunicipalitiesuponwhichsocialenterprisesdepend.

Thisparticularbarrierseemstobesector-dependentconcerninghealthandsocialcare.Within the

literature,implementationofsocialentrepreneurialinnovationswithinhospitalshasbeeninfrequently

examined.However,thereisliteratureconcerninginformationtechnologyinnovationswithinhealth

care organisations, which seems to be difficult due to the different interests and expectations of

stakeholderswhoareinvolvedindecision-makingprocesses(Lambooij&Hummel,2013).Respecting

themunicipalities, itappeared that theDutchmunicipalitieswerenotparticularly innovative,even

afterdecentralisation,thismakesitdifficulttocollaborateforsocialenterprisesthatgenerallyhave

innovativeconcepts(Lambooij&Hummel,2013).

6.2StrengthsandlimitationsInhindsight,strengthsandlimitationsofthecurrentstudymaybeidentified.Asignificantstrengthis

the use of triangulation, whereby several qualitative researchmethods are used. Semi-structured

interviewswereusedastheprimaryresearchmethod.Inaddition,documentanalysisandparticipant

observationactedassupportingmethodsinordertostrengthenthedata.Thecombinationofdifferent

researchmethodsincreasestheconfidenceinandvalidityofthedata(Guionetal.,2011).Another

strengthof the study is theuseof amultiple stakeholder analysis,whichensures abroad viewof

different perspectives on the subject. Therefore, the perspectives of the founders, employees,

cooperativepartnersandclientsofthedifferentsocialenterprisesweretakenintoaccount.

38

Oneofthesignificantlimitationsofthecurrentstudyisthefactthatdatamaybesubjecttoselection

bias.Aspreviouslystated,thesocialenterprisesregisteredthemselveswiththeHeldCareprogram,

whichmayhaveexcludedother‘successful’socialenterprisesfocusedonnutritioninthehealthand

social care sector thatmay not have been contacted or notified of the existence of the program.

Additionally, social enterpriseswere selected by themanagement teamof theHeldCare program.

CriteriaoftheHeldCareprogramweredifferentthanthecriteriaofthecurrentstudy.Forexample,

themanagementteamoftheHeldCareprogramwantedtoensurevarietyofthefocusareasamong

thesocialenterprises.However,thisstudyonlyfocusesonsocialenterprisesinthefieldofnutrition.

Subsequently,ithasbeenconcludedthatthecasestudyapproachingeneralensureslessreliability,

validity, and generalisability (Hamel, 1993). Another limitation is the age of the social enterprises

includedinthestudy.Thesocialenterpriseshaveexisted,onaverage,forthreeyears,meaningthatit

istooearlytodeterminetheiractualsuccess.Takingtheselimitationsintoaccount,itwasimportant

forthestudytoidentifyitsowncriteriarelatedtoaimofthestudy,insteadofusingcriteriasetbya

programdedicatedtootherinterests.

6.3FutureresearchDue to the exploratory phase of social entrepreneurship within the Netherlands, further work is

required to establish the viability of the evidence on this topic. Therefore,more studies on social

entrepreneurship in this expanding fieldmust be conducted on the health and social care sector,

amongothers.Thefollowingsuggestionsaremadeforfurtherresearch.

Asa follow-upstudyon thecurrent research, the relationbetween thecritical success factorsand

social impactcouldbe investigated, inorder to increase theevidenceon the relationbetween the

successandthecriticalsuccessfactorsasmentionedinthecurrentresearch.Thecurrentresearchwas

conducted inorder toprovideanexplorative investigation intocritical success factorsandbarriers

facedbythesocialenterprises.However,whilesuccessofthesocialenterpriseswasdescribed,the

relationshipofthefactorsandsuccesswasnotassessedinthecurrentstudy.Anothersuggestionfor

furtherresearchwouldbetoconductasimilarstudyinthefieldofnutritionwithfor-profitenterprises.

Theresultsofthecurrentstudymaybecomparedtothosestudies.Thismaypermitcleardistinctions

betweensocialenterprisesandfor-profitenterprisesandtherelatedfactors.Thelastsuggestionisto

conduct a study about the specific barriers mentioned in the current study, and involve the

stakeholdersofthesocialenterprisesuponwhichtheydepend,suchasthedecisionmakerswithinthe

municipalitiesandhealthcareorganisations.Thestudymaygive insights into theprocessesof the

organisations,werethesocialenterprisescanlearnfrom.

39

6.4ConclusionAnanswerhasbeen formulated to themain researchquestion: ‘Which critical success factorsand

barriers influence theachievementof successamong social enterprises focusingonnutrition in the

healthandsocialcaresector?’

Successofsocialenterprisesdependsonacombinationoffactorsconcerningthecharacteristicsofthe

entrepreneur,characteristicsoftheenterpriseandenvironmentalfactors.Thecriticalsuccessfactors

ofthesocialenterprisesinthehealthandsocialcareoverlaptoalargeextentwithsocialenterprises

in general, such as, characteristics of the social entrepreneur and characteristics of the social

enterprise.However,someenvironmentalfactorsofthesocialenterprisesinhealthandsocialcare

are sector-dependent and differ from those factors of the social enterprises in general. These

environmental factorsseemtobesocietal trendstowards increasedattentiononhealthy foodand

sustainability that have a positive influence on the success of social enterprises in this sector.

Additionally, some experienced barriers seem to be sector-dependent as well. Factors such as

unfamiliaritywithsocialentrepreneurshipamongpossibleinvestorsandotherorganisations,andthe

decision-makingprocessesoforganisationsuponwhichsocialenterprisesdepend,seemtobespecific

tothehealthandsocialcaresector,andprobablynegativelyinfluencethesuccessofsocialenterprises

inthissector.Itisofimportancetoinvestigatehowthesebarrierscanbeovercomeinfurtherresearch,

becausetheexperiencedbarriersdonotseemtobeinsurmountable.Whensocialentrepreneurstake

intoaccountthecriticalsuccessfactorsandbarriersinadvance,whenstartingasocialenterprisein

thehealthandsocialcaresector,itislikelytoincreasechancesofsuccessofsocialentrepreneurs.

40

7.RecommendationsRecommendationsmaybegiventorelevantstakeholdersconcerningsocialentrepreneurshipinthe

healthandsocialcaresector.Giventhesmall samplesize, recommendationsareonlyprovidedfor

stakeholdersthatstayclosetothesubjectofthisresearch.Therefore,recommendationsaremadefor

beginningsocialentrepreneurs,andresearchersinthefieldofhealthandsocialcare,andforSocial

EnterpriseNL.Majorstakeholderswereexcluded,suchasthegovernment,sincethecurrentreport

probablyhaslessimpact.

7.1Beginningsocialentrepreneursinthehealthandsocialcare

Thefirstrecommendationisaddressedtothefounderofthesocialenterprisewithrespecttodevelop

abusinessplanintheirearlystageswhenstartingthesocialenterprise,andadjust(ifnecessary)the

businessplaneverysixmonths.Topicsofthebusinessplanshouldcaptureatleastinformationabout

theirachievedsocialimpact,theirfinancialstate,theirfuturegoals,andtheaddedvalueofthesocial

enterprisecomparedtofor-profitenterpriseperforminginthesimilarfield.Abusinessplanwillgive

the potential clients and customers insight into the value of the social enterprises, that facilitates

financers to invest in the social enterprises, this may increase the chance to become financially

sustainable.

Second,itappearedthatsocialenterprisesinthefieldofhealthandsocialcareoftenhavetodealwith

other organisationwith slow decision-making processes. Therefore, to save time andmoney, it is

recommendedtoalwaysstartwithapilotortrialthatdemonstratetheproductorserviceofthesocial

enterprises,thisprobablymayconvincepeopleandacceleratesthedecisionmakingprocesses.

Thereafter,evaluateandcapturetheimpactofeverypilotortrial.Evaluationsarerelevanttoother

potential clients or customers that probably interested in the social enterprise. In addition, the

documentsontheevaluationsensurethatlesseffortisneededtoconvincetheappropriatepeople

whomakethedecisionswithinpotentialhealthcareorganisationsormunicipalities.

Derived from the report, it is stated that one of the challenges relate to accelerated growth and

expansion. Therefore, the last recommendation meant for the social entrepreneurs is about the

marketingaroundthesocialenterprise.Fromthereportitisknownthatsocialenterpriseshavetodeal

witha lackof resource, inaddition, theabsenceofcapital formarketingstrategies.Therefore, it is

recommendedtomakeuseofsocialmedia,whichisrelativelylessexpensiveandwhenproperlyused,

manypeoplecanbereached.

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7.2Researchersinthefieldofhealthandsocialcare

Recommendationsfortheresearcherscanbeformulatedaswell.Therefore,forfutureresearchersit

isrecommendedtoconductmoreresearchconcerningsocialentrepreneurshipinthehealthandsocial

caresector.However,doingresearchwithinotherfields,insteadof‘nutrition’,makesclearifdataare

consistentamongthedifferentfieldsandwhichfactorsaresector-dependent.

A second recommendation for the researcher, derived from the difference in knowledge of the

differentstakeholdersthatwereinvolvedinthesocialenterprises.Duetotheexplorativeapproachof

thecurrentstudy,awiderangeofstakeholderswasinvolved.Togainmorein-depthknowledgeinto

thesocialenterprisesinhealthandsocialcare,itisrecommendedtoinvestigatetheseveralconcepts

of the current study separately in future research. Topics that can be investigated are similar to

concepts thatderived fromtheconceptualmodelof thecurrentstudy.Therefore, researchcanbe

conducted on the characteristics of the social entrepreneur, characteristics of the enterprise and

environmentalfactors.Thisensures in-depthinformationaboutthedifferentconceptsregardingto

successofthesocialenterprise.

7.3SocialEnterpriseNLOne importantrecommendation isaimedattheSocialEnterpriseNL.Giventhewidenetwork,and

impactoftheorganisationonsocialentrepreneurshipingeneral,theyhavegreatinfluencetoincrease

theattentiononsocialenterprisesinthehealthandsocialcaresector.Therefore,itisrecommended

tocontinuetoprovideprogramssuchasHeldCare.Inaddition,inordertoincreasesupportonsocial

entrepreneurshipinthehealthandsocialcaresector,itisrecommendedtoconcludeacooperation

agreementwithstrategicpartnersparticipatinginsocialentrepreneurshipwithregardtohealthand

socialcare.Forexample,themunicipalitieswhichhavebeenpartlygivenresponsibilityfortasksinthe

fieldofhealthandsocialcare.

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Bagnoli,L.,&Megali,C.(2009).Measuringperformanceinsocialenterprises.NonprofitandVoluntarySectorQuarterly.

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9.Appendices

9.1PlanningresearchMonth1 Month2 Month3 Month4 Month5

ResearchonbackgroundofSocialEntrepreneurshipinthefieldofhealthandsocialcare

Formulatingresearchquestionandresearchobjective

Creatingconceptualmodelanddescribetheoreticalandcontextualbackground

Creatinginterviewdesign

Startwithinterviewswithparticipants(n=4)oftheselectedinitiatives

Startwithdocumentanalysis(n=3)

Elaborationofinterviewsandanalysing

Interviewswithparticipants(n=8)

Internalobservations(n=3)

Elaborationofinterviewsandanalysing

Elaborationofinterviewsandanalysing

Externalobservations(n=3)

Analysingobservations

Writingresults Writingresults

Startwithwritingtheconclusion

Writingfinalreportwithrecommendations

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9.2InterviewguideFijndatudeelwiltnemenaanditinterview.Hetinterviewstaatinhettekenvandefactorendiebijdragenaanhetsuccesvanjeonderneming.Ditzijnkritischesuccesfactorenendebarrièresdiejulliezijntegengekomenenhebbenoverwonnen.Graagzouikdezemetuwillenbesprekenditaankomendeuur.Dedatadieikgenereerzullenvolstrektvertrouwelijkwordenbehandeld.

Algemeen

InleidingBijzonderThuisafgehaaldWaaruitisdatideepreciesontstaan?

Success

Watverstaanjullieondersuccesmetbetrekkingtotjulliebedrijf?Wanneervindjedatjouwbedrijfsuccesvolis?Watwillenjulliebereikenmetjulliebedrijf?Watverstaanjullieondersocialeimpact?Hoebereikenjulliedat?Waaruitblijktdat?Watisdejaarlijkseomzetenkosten?Hadjestartfinanciering?Hoekwamjeaandiestartfinanciering?Hoezitdatnu?

CharacteristicsEntrepreneur

Welkepersoonlijkekenmerkenzijnbelangrijkdenkjeomalssociaalondernemertebezitten?Welkevandezekarakteristiekenhebjij?Welkezoujewillenhebben?Watbelemmertjouinjewerk,waarjemindergoedinbent?Hoelosjedatop?

CharacteristicsSocialenterprise

Hoezoujedebedrijfscultuuromschrijven?Hoegaatdesamenwerkingbinnenhetteam?Watgaaterwel/nietgoed?Businessstrategieaanwezig?Hebbenjullieeenconcreetbusinessplangeschreven?Ja:Watheeftditjullieopgeleverd?Nee:Missenjulliedit?Waaromzoujeditkunnengebruiken/nodighebben?Watverlooptervolgensplan,waarinofwanneerwijkenjullieafenwaarom?Waaruitblijktdat? Wiezijnjullieconcurrenten?Waarinzijnzegoed/beter/slechterdanjullie?Kenjeanderesociaalondernemingendiejealsvoorbeeldziet,waaromzijnzijsuccesvol?Waarinzijnjeconcurrentengoed?

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Environment

Vanwieenhoehebjeinhetbeginsupportontvangen?Opwelkemanierinexpertiseenkennis?Financiëleondersteuning?Vanwie?Hoeveel?Inhoeverrehebjetijdensjeoprichtingvanjebedrijfwataanjenetwerkgehad?Zijneromgevingsfactorendievaninvloedzijngeweestopdeontwikkelingvanjeonderneming?Overall?Waarligtdekrachtvanjulliebedrijf?

SamenvattinggevenAfsluiting

Bedankjegeven