By Putro Harnowo, Senior Content Manager, China Business Knowledge @ CUHK

Along with the increase in awareness of sustainable and responsible practices, the world has experienced a significant surge in environmental, social, and governance (ESG) investments. PwC’s Asset and Wealth Management Revolution 2022 report estimated that ESG-related assets under management globally will reach US$34 trillion by 2026, up from US$18.4 trillion in 2021.

One noteworthy aspect of the ESG landscape is the rapid growth of social enterprises in recent years. Driven by a mission to address social challenges, the impact of these purposeful companies is not limited to economic growth, as they are actively addressing pressing societal issues such as poverty alleviation, healthcare and education access, and ecological conservation, among others.

Not to be confused with non-profits, social enterprises generate revenue through the sale of products or services by integrating sustainable business models and optimising market-based strategies. It is the dual emphasis on social value creation and economic benefit that sets social enterprises apart and significantly influences their establishment.

“Due to this unique nature, social entrepreneurs often face conflicting pressures that originate from the business and social worlds,” says Kevin Au, Associate Professor of the Department of Management at The Chinese University of Hong Kong (CUHK) Business School.

“There are inherent tensions between the demands of market competition and the expectation of making an impact, and it is believed that the founder’s knowledge and experience have a bearing on the organisation’s performance.”

In a new study titled Founder commercial imprint interacts with strategic orientations in affecting social enterprise performance, Professor Au, along with Professor Xiao Yingzhao and Professor Tang Jiansheng at Tianjin University, Professor Liu Zhen at Shandong University, and Professor Zhang Yuli at Nankai University, looked into these matters.

The researchers specifically explored how the founder’s prior experience influences the performance of social enterprises. They found that founders with a strong commercial imprint are most likely to have a better understanding of business practices and are more focused on revenue, but may be less committed to the social mission. However, the study also found how to moderate this relationship.

Synchronising commercial imprints

Social entrepreneurs have different approaches to embracing business-first principles or staying committed to a social mission mindset. The research focuses on the founder’s commercial imprint, as it is believed that the founder’s previous work experience can influence their perceptions of the enterprise’s performance. Commercial imprint refers to prior experience in the commercial sector, including education, work experience, and entrepreneurial background.

Having conducted a comprehensive survey of 230 social enterprises in China, the researchers collected data on the founding conditions of the social enterprises, including the founder’s prior work experience and education, as well as the strategic orientation of the organisation. The survey also collected data on the organisational actions and performance of the social enterprises.

“There are inherent tensions between the demands of market competition and the expectation of making an impact, and it is believed that the founder’s knowledge and experience have a bearing on the organisation’s performance.”

Professor Kevin Au

The empirical findings of the study indicated that the commercial imprint has a significant impact on how the founder perceives the performance of the organisation. The influence of this commercial imprint on commercial and social performance is more pronounced for social enterprises that prioritise competition but less noticeable for those with a focus on social impact.

The study suggests that the relevance of a founder’s previous work experience depends on the specific environment in which a social entrepreneur operates. The alignment between the founder’s recent work experience and the external environment plays a crucial role in the performance of the social enterprise, especially when the founder can effectively utilise and apply their prior work experience in the new environment.

“If the founder’s most recent work experience before starting a social enterprise is not a good match with the focal enterprise’s current strategic orientation, the start-up’s commercial and social performance would suffer,” Professor Au adds.

Two sides of a coin

The research also suggests that social enterprises can adopt different strategic orientations to enhance their performance, such as competitor orientation and social orientation.

Competitor orientation refers to closely monitoring and analysing the strengths, weaknesses, capabilities, and strategies of current and potential competitors. This approach directs a company’s focus towards the actions and behaviours of its rivals in the market to enable quick responses that will give the company a competitive edge.

Social entrepreneurs who have previous experience in the business world were found to be more likely to utilise this strategic orientation effectively. Since entrepreneurs with a business background may be less familiar with the social aspects of their ventures, a competitor orientation helps them gain the necessary industry and market knowledge.

On the other hand, social orientation focuses on impact creation and meeting the needs of beneficiaries. In social enterprises that strongly prioritise this value, founders will actively pursue social impacts rather than focusing on competitive issues such as market dominance. In this case, the knowledge and skills acquired by social entrepreneurs during their for-profit employment may be undervalued. Consequently, social enterprises that prioritise a social orientation may fail to recognise the significance of the beliefs and values derived from the founders’ commercial experience.

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“When a social enterprise prioritises a social orientation and its founders’ most recent work experience was in the for-profit sector, the positive relationship between the founders’ commercial background and the venture’s subjective commercial performance will likely be weakened,” says Professor Au. “This is because the organisation will have limited awareness of industry and market-specific knowledge that are essential for success.”

Previous experiences are seen as entrepreneurial incubators, shaping individuals’ skillsets and mindsets. When individuals transition to new roles, such as social entrepreneurship, they bring along not only their skills and knowledge but also a cultural imprint from their previous experience. This imprint can have far-reaching effects, crossing organisational boundaries, and founders often draw from their past knowledge to navigate the uncertainties of their new venture.

“Social entrepreneurs need to take into account the potential compatibility between the founding imprint and strategic orientations and then decide whether and how to undertake actions that can leverage the best of both,” says Professor Au.

The post Leveraging personal past to shape social enterprise first appeared on China Business Knowledge.

By Louisa Wah

If you have ever been called a “jack-of-all-trades,” you can rest assured the phrase “master of none” isn’t far behind. At the very least, it is often implied. But how relevant is this old saying in today’s business world?

Unless you are a jack-of-all-trades who works in an organisation that values your broader skill sets, you may feel like your talents are being wasted.

But there is good news! Recent research into individuals with diverse skill sets found that jacks-on-all-trades are more likely to start a business and succeed as entrepreneurs than those who have only a specialised skill. The reason? They can see more opportunities and are more resourceful when solving problems in an uncertain situation like setting up a new business. It doesn’t stop there. Jacks-of-all-trades who are particularly passionate about developing and nurturing startups are more likely to form highly competent and motivated teams.

The study was conducted by Kevin Au, Associate Professor at the Department of Management, as well as directors for both the Centre for Entrepreneurship and the Centre for Family Business at The Chinese University of Hong Kong (CUHK) Business School. His collaborators included Anna Hsu, his PhD student; Prof. Yingzhao Xiao at Tianjin University; and Prof. Marta Dowejko at Hong Kong Baptist University.

“Having a wide variety of skills makes it easier for jack-of-all-trades to explore and exploit opportunities.”

Prof. Kevin Au

The researchers were curious about what lay beyond the past findings of human capital research. Such research showed that, as employees, jacks-of-all-trades did not do as good in on-the-job performance as those who had specialized skills. Past research also showed that individuals who gained a variety of skills through training were more likely to start their own business. Yet if a jack-of-all-trades is likely to become an entrepreneur, he or she should also be good at launching start ups.

Delving Deeper Into Startup Development

Wishing to know more how a jack-of-all-trades does in the initial stage of the startup process, the researchers designed their study to investigate how having a broad range of skills contributed to the development of an idea from scratch in an accelerated setting.

The study, entitled Jack-of-all-trades’ with passion: Keener to pursue startup in a team, was longitudinal and used data collected from CUHK Business School’s Empowering Young Entrepreneurs Program. The program’s goal was to awaken the entrepreneurial spirit of young people in Hong Kong. It provided an opportunity for them to engage in training and entrepreneurial activities. A total of 902 students, existing entrepreneurs and full-time employees enrolled in the program. Multiple rounds of questionnaires were sent to the participants during a five-month period, from December 2013 to April 2014. The final results came from an analysis of a smaller subset of working adults who continued the program after the survey. This group was considered the most reliable data set.

The study found evidence that individuals with a greater range of skills are more inclined to start a business. Particularly, they are statistically more likely to follow up on their entrepreneurial intentions and take a more active role of forming a team in the startup process.

“Having a wide variety of skills makes it easier for these individuals to explore and exploit opportunities,” Prof. Au explains. “It’s as if they have more antennae to detect the problems and find resources that nobody has seen. Seeing those problems gives them an edge in finding creative solutions. That’s where the opportunities for new businesses lie.”

The Right Type of Passion

Just as interesting as the variety of skills, passion is a crucial factor that contributes to entrepreneurial success. However, the type of passion matters.

Previous studies have identified three different types of entrepreneurial passion. They are: passion for inventing, which is linked to the initial recognition of opportunities that make entrepreneurial activities possible; passion for founding, which is related to how likely a person is to establish a venture to explore an identified opportunity; and passion for developing, which is concerned with developing a venture so the original vision is brought to fruition.

“Any given entrepreneur may exhibit different levels of passion at different stages of the startup process,” says Prof. Au. He notes that having the intention to start a business is not the same as having the emotional capacity to overcome obstacles that may present themselves in abundance during the startup phase of a business venture.
preneurs possess a strong passion for developing a venture, there is an even stronger positive relationship between skill variety and team formation. “In other words,” says Prof. Au, “entrepreneurs with a variety of skills are more likely to put their skills into use to form a team if they also possess a strong passion for developing.”

How does that actually work? Prof. Au explains that when multi-talented entrepreneurs exhibit a great sense of passion to develop a venture, they attract like-minded individuals to form teams to turn their ideas into reality. And when potential investors witness solid teamwork and creative synergy within the teams, they are more likely to inject capital into the startups.

“Like attracts like when potential team members witness the passion and confidence of the jack-of-all-trades,” says Prof. Au.

“By contrast, entrepreneurs who are lacklustre in developing their ventures are likely to be unmotivated to form teams. This in spite of the fact that they are multi-talented. As such, jack-of-all-trades must possess a high level of passion for developing their ventures to succeed in the long run,” says Prof. Au.

Here is a formula for entrepreneurial success: If you are a jack-of-all-trades, and you possess a high level of passion for developing a venture, team up with other jacks-of-all-trades who share the same type of passion. The chance of your startup becoming a successful, long-term venture will increase.

The post Jack-of-All-Trades: Master of None? first appeared on China Business Knowledge.