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This study examines the effect of hybridity on the innovation performance of social ventures that pursue social and financial missions simultaneously. This study proposes that organizational value orientation and profit reinvestment influence the innovation performance of a social venture in such a way that their influences on innovation performance are strongest when they are balanced between social and financial missions. However, dynamics exist in relationships among organizational value orientation, profit reinvestment, and innovation performance: Although a balanced value orientation would maximize its direct impact on innovation, it might fail to do so when profit reinvestment mediates the relationship between organizational value orientation and innovation performance. Analyses of 4,170 social ventures across 36 countries reveal significant relationships confirming the predictions of this study. The results of this study suggest the dynamics of the relationship between hybridity and innovation in the context of social entrepreneurship. [ABSTRACT FROM AUTHOR]

Based on the self-regulation theory, this study examines the self-control mechanism through which the other-oriented emotion of compassion of social entrepreneurs influences the performance of their social ventures. To this end, this study introduces grit, which is defined as an individual's passion and perseverance to achieve long-term goals, as a mediator of the relationship between social entrepreneurs' compassion and the performance of social ventures. This study operationalized a social venture's success as social and economic values created by the social venture. Data are presented from the survey of 254 social entrepreneurs in the United States. The results strongly support the predictions of this study. This study concludes by highlighting the implications of the findings that explain how social entrepreneurs' compassion for others improves the performance of their social ventures. [ABSTRACT FROM AUTHOR]

This study investigates the nature of the relationship between cultural leadership ideals and social entrepreneurship. Specifically, this study argues that culturally endorsed leadership ideals, such as humane-oriented and self-protective leadership, influence nascent and operating social entrepreneurship in different ways. Using a sample of 118,941 individuals across 27 countries, this study finds an inverted U-shaped relationship between the humane-oriented leadership ideal at the country level and the incidence of operating SE. In addition, this study finds that the self-protective leadership ideal at the country level has a negative linear relationship with the incidence of nascent SE and a U-shaped relationship with the incidence of operating SE. This study contributes to the social entrepreneurship literature by providing an empirical explanation of the dynamics of the effects of cultural leadership ideals on different phases of social entrepreneurship. [ABSTRACT FROM AUTHOR]