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A comprehensive review of the social entrepreneurship literature on social entrepreneurship's success in solving social challenges despite significant resource and capacity deficits raises questions, particularly regarding how capacities should be built to ensure long-term social and economic impact. Using the theory of organizational learning, this study analyzes the link between team exploratory and exploitative learning on social entrepreneurship orientation. The cross-sectional examination of 473 social enterprises in Ghana verifies our predictions regarding positive connections between the variables. The findings demonstrate that team exploratory learning has a stronger positive impact on social entrepreneurship orientation than team exploitative learning. From a managerial standpoint, Chief Executive Officers (CEOs) of social enterprises can demonstrate greater use of team exploratory and exploitative learning by devising exercises that push their teams outside of their comfort zones to actively engage in internal and external interactive discourse on team learning to substantially impact their social entrepreneurship orientation. From the ambidextrous perspective of social enterprises, circumventing the notable "failure" and "success" traps that occur with excessive exploration and exploitation respectively, demands a balance between the two for long-term impact on social entrepreneurship orientation. This study delves into the differentially positive function of team exploratory and exploitative learning on social entrepreneurship orientation, with the goal of overcoming the resource/capability bottleneck and boosting social market performance., Author(s): Emmanuel Mensah Horsey [sup.1] [sup.2] , Xiaofan Song [sup.1] , Shuliang Zhao [sup.1] , Xiaobao Peng [sup.1] Author Affiliations: (1) grid.59053.3a, 0000000121679639, School of Public Affairs, University of Science [...]

Entrepreneurial orientation is the key factor for enterprises to obtain competitive advantages in dynamic circumstances. Thus, prior studies established the effect of psychological factors, for instance, entrepreneurial self-efficacy on entrepreneurial orientation using social cognitive theory. However, prior studies presented two main opposite views consisting of a positive and negative relationship between entrepreneurial self-efficacy and entrepreneurial orientation as well as providing no alleyway to enrich this relationship. We join the conversation on the positive linkage and argue on the essence of exploring the black box mechanisms to strengthen enterprises' entrepreneurial orientation. We employed the social cognitive theory and collected 220 valid responses from CEOs and TMTs from 10 enterprises in the high-tech industrial development zones of nine provinces in China to clarify the effect of top management team (TMT) collective efficacy, and CEO-TMT interface on the link between entrepreneurial self-efficacy and entrepreneurial orientation. Our findings show that entrepreneurial selfefficacy positively affects entrepreneurial orientation. In addition, we found that a higher level of TMT collective efficacy strengthens the positive relationship between entrepreneurial self-efficacy and entrepreneurial orientation. Moreover, we discovered differential moderating effects. First, CEO-TMT interface positively affects entrepreneurial orientation when it interacts with TMT collective efficacy and entrepreneurial self-efficacy. Second, CEO-TMT interface has a significant negative indirect effect on entrepreneurial orientation, when it only interacts with TMT collective efficacy. Our study enriches the entrepreneurial orientation literature by positioning TMT collective efficacy and CEO-TMT interface as social cognitive mechanisms underlying the development of entrepreneurial self-efficacy and entrepreneurial orientation nexus. Thus, we open a window of opportunities for CEOs and decision-makers to maintain a sustainable position in the market, grasping more opportunities in uncertain conditions via timely entries into new markets and maintaining pre-existing ones. [ABSTRACT FROM AUTHOR]

Using core self-evaluation theory, the current study assesses the effect of internal work locus of control and bricolage on social entrepreneurship orientation. We adopted the cross-sectional survey design using a sampling frame to engage 400 top executives of social enterprises in mainland China. Three hundred and seventy-two of the executives replied, presenting a response rate of 93%. Results of structural equation modeling analysis show significant positive relationships between internal work locus of control, bricolage, and social entrepreneurship orientation. The positive mediating effect of bricolage on the relationship between internal work locus of control and social entrepreneurship orientation was also found to be true. Consequently, to foster social entrepreneurship orientation, top executives of social enterprises need to gather available resources for bricolage tasks. These findings contribute new knowledge to how internal work locus of control affects social entrepreneurship orientation through the bricolage activity of Chinese social enterprises. Through core self-evaluation theory, we demonstrate the effect of internal work locus of control as a preceding factor in the relationship between bricolage and social entrepreneurship orientation. [ABSTRACT FROM AUTHOR]