Purpose This paper aims to analyze how H1 Coop enacted and shaped its cooperative way of closure through the concepts of translation and performativity. Furthermore, by connecting translation and performativity with practice theory, the study highlights how H1 Coop’s distinctive history, rooted in civic and feminist activism and strong local ties, shapes its winding down. Design/methodology/approach This study employs a single-case study design to examine the complex, context-specific phenomenon of cooperative dissolution. Data were collected through participant observation, interviews and archival records. The analysis followed an iterative dialogue between emerging empirical insights and theoretical frameworks, drawing on translation in performativity and the pattern view in practice theory. Findings The study finds that H1 Coop’s dissolution unfolded as a collective, complex process. Core members enacted the shared goal of “winding down in a cooperative spirit” through the four stages of translation – problematization, interessement, enrollment and mobilization. This translation work was carried out through democratic participation, collective financial responsibility and the preservation of social bonds. Furthermore, the cooperative’s historical foundations in feminist orientation and civic activism, which had been repeatedly routinized, profoundly shaped translation work. Originality/value By integrating translation theory with a practice perspective, the study reframes cooperative dissolution as a performative, historically embedded process enacted through situated practices. Furthermore, this paper suggests that cooperatives with strong embedded identities and close ties to their communities are better able to mobilize resources during periods of organizational risk.
Purpose This study examines digital transformation in village-owned enterprises (VOEs) as an institutional process shaped by internal organizational conditions, external drivers and relational resources. It aims to explain how digital adoption emerges, how it translates into organizational performance, and how business networks condition this relationship in community-based social enterprises operating in emerging economies. Design/methodology/approach The study uses a sequential exploratory mixed-method design. Qualitative insights from focus group discussions with nine VOEs were used to contextualize digital practices and inform model development. The proposed framework was subsequently tested using survey data from 578 VOE directors in Central Java, Indonesia. Hayes’ PROCESS Macro Model 14 was used to examine direct, mediating, moderating and moderated mediation relationships. Findings The results show that organizational readiness and digital leadership, as internal enablers and government support and market demand, as external drivers, have significant positive effects on digital adoption. Digital adoption, in turn, is positively associated with VOE performance and mediates the relationships between internal and external factors and performance outcomes. Business networks strengthen the effect of digital adoption on VOE performance and condition the indirect effects, indicating the presence of moderated mediation. Research limitations/implications This study focuses on VOEs using a cross-sectional design, which limits the ability to capture dynamic processes and constrains broader generalizability. Nonetheless, the study provides an integrated framework for understanding how organizational, institutional and relational factors jointly shape digital transformation in rural social enterprises. Originality/value This study provides novel empirical evidence that digital transformation in village-based social enterprises extends beyond technological adoption and reflects a broader institutional and relational process. The findings suggest that digital adoption functions as an institutional mechanism linking organizational conditions, external support and organizational performance in resource-constrained community settings.
Purpose Faced with structural decline and significant constraints to regeneration, this paper aims to explore the collective capabilities of community organisations to the process of regenerating dysfunctional local property markets. While previous research has been insightful, it has been under conceptualised. Community organisations are conceptualised as providing a social entrepreneurial orientation which enhances collective capabilities. Design/methodology/approach A case study of Dumfries High Street (South-West Scotland) provides practical illustration, combining desk-based research, key actor interviews and town centre surveys. Findings Combining theory and practice, a community development organisation in Dumfries has adopted a social entrepreneurial orientation to find new uses for long-term vacant high street properties. The Dumfries case is an extreme/deviant case in terms of the scale of the mission and the short/medium-term collective outcomes for the High Street. Illustrating community organisation collective capabilities, these outcomes were because of a collaborative process originating within an artists-based community organisation, whose catalyst leadership led to the formation of the community development organisation. In terms of long-term building regeneration, however, the case illustrates a more typical slow and incremental regeneration. Originality/value Social entrepreneurial research has gradually matured from a focus on heroic entrepreneurs to organisations. Extending to a place mission level, the collaborative orientation in Dumfries illustrates the potential for successful organisations to provide a catalyst for further “spin-off” organisations/activities, each with their own collective capabilities for dealing with what might be otherwise viewed as intractable challenges. Future research at the mission level may further highlight the importance of this alternative level of analysis.
Purpose Social value is widely used as a metric for measuring and reporting the performance of social enterprises. However, traditional social return on investment (SROI) frameworks may constrain rigorous long-term assessments of social value. This study aims to examine how explainable artificial intelligence (XAI) techniques using machine learning (ML) measure social value across social enterprises, nongovernmental organizations (NGOs) and the public sector. Design/methodology/approach This study involved a systematic review with meta-regression in accordance with the PRISMA 2020 framework. A total of 2,183 records were identified, of which 146 were included in the analysis; all records were retrieved from the Scopus database between 2020 and 2025. The XAI–ML model data were analyzed using canonical regression implemented in MATLAB and Python 3.14.2. Findings The canonical regression model indicates positive pooled heterogeneity (I2 = 47.2%, τ2 = 0.006, I2 = 61.4%; Q_between = 9.82, RMSE = 0.09, p < 0.001). The XAI–ML model shows that the domains of health and well-being, education and human capital, environment and sustainability and social protection are associated with social value outcomes. Originality/value This study contributes to advancing algorithmic transparency in XAI–ML models, particularly regarding the fairness and accountability of metrics used to measure social value across social enterprises, NGOs and the public sector.
Purpose This paper aims to review and critique governance literature within social enterprises (SEs), offer an overview of the state of research and outline a future research agenda. Design/methodology/approach Seventy-eight refereed journal articles are analysed using a structured literature review methodology. Findings The governance of SEs is an increasingly relevant research topic. However, the literature remains fragmented and, at times, contradictory. The definitional challenges associated with the different types of SEs referenced across studies (e.g. non-profit organisations, hybrid organisations and others) further complicate comparative analyses. The findings reveal three key insights: firstly, the governance of SEs is shaped by internal attributes and the fundamental dichotomy between social mission and economic sustainability, influencing their governance models. Secondly, SEs increasingly act as strategic coordinators in cross-sector collaborations, highlighting the complexity of managing multi-stakeholder partnerships. Thirdly, there is a divergence in country frameworks, leading to inconsistent results in SE governance research, emphasising the importance of understanding local regulatory contexts. Originality/value This paper provides a structured literature review of peer-reviewed journal articles, offering valuable insights for future research directions.
Purpose This paper aims to contribute to better understanding the nuances of the purposeful pursuit that social entrepreneurs have for social good, and how the enterprises they establish experience challenges that differ from traditional corporations. Design/methodology/approach A systematic literature review examines current literature on social enterprises’ value creation to identify themes in how social enterprises pursue social purpose and impact. This is examined through the lens of the motivation, ability and opportunity (MAO) model. Findings Through thematic network analysis, five organising themes emerged: hybrid mission, the entrepreneurial life, the significance of co-creation, resource scarcity and place-based benefits. This paper also reveals avenues for future research on what sustains social entrepreneurial life, exploring the differences between entrepreneurs’ competencies – viewed as resources – and their dynamic capabilities, authentic co-creation with beneficiaries and balancing tensions between place-based benefits and scalability. Originality/value This paper provides a more nuanced and person-centred understanding of the challenges social enterprises face, highlighting the distinct nature of their purposeful pursuit of social good. It also positions avenues for future research and focuses on the lived experiences of social entrepreneurship.
Purpose This study develop a mechanism-based framework for understanding Social Business Theory (SBT) in hybrid organizations. Drawing on Muhammad Yunus’s seven principles of social business, it examines how governance constraints, financial sustainability (FS) and mission primacy interact to generate sustained social impact. The study aims to clarify the mechanisms through which hybrid organizations operationalize social business principles to create measurable social value. Design/methodology/approach This study employs an interpretivist qualitative approach to explore the practical application of SBT and address the research questions. The approach emphasizes feedback loops and contextual dynamics rather than statistical generalization, providing a theory-driven understanding of organizational mechanisms. Yunus’s seven principles are operationalized into three mechanisms – Investor Repayment without Dividend (IRD), Financial Sustainability (FS) and Social Mission Primacy (SMP) – demonstrating how normative principles are translated into actionable organizational practices. The framework is illustrated through propositions linking these mechanisms to long-term social outcomes. Findings The framework shows that hybrid organizations can balance financial and social objectives by applying principle-driven governance and operational strategies. IRD reduces short-term financial pressures, FS ensures organizational stability, and SMP preserves mission alignment, collectively enabling sustained social impact. The study links the original principles to operational mechanisms, offering practical guidance for implementation. Originality/value This study advances SBT by explicitly connecting normative principles to measurable organizational mechanisms, addressing gaps in prior research that treated social and financial objectives separately. It provides a theoretically grounded and actionable framework for hybrid organizations seeking sustainable social value creation, particularly in emerging economies.
Purpose This study aims to examine how social enterprise business models advance the Sustainable Development Goals (SDGs) and influence the five key dimensions of sustainable development (SD): people, planet, prosperity, peace and partnerships (5Ps) through social entrepreneurship (SE). Design/methodology/approach An integrative literature review comprising case study and narrative analysis was used as the methodological framework to examine 10 exemplary social enterprises from Africa and Asia, including Angaza Design, Solar Sister, Bridge International Academies, Malo, Peepoople AB, Hapinoy, Green Monday, Siam Organic, ECO Bali Recycling and Koto. Findings The results show that these social enterprises apply different strategy archetypes, such as problem solver, employer and sustainable operator, to address different socio-environmental challenges. Their innovative models contribute significantly to several SDGs, including affordable clean energy, quality education, gender equality and sustainable consumption. Despite their successes, challenges remain, such as limited funding, regulatory barriers, cultural resistance and the need for robust partnerships. Research limitations/implications Although this is a desk study drawing on an integrative literature review, it offers comprehensive practical implications for policy, practice and theory. In particular, the study highlights the need for supportive regulatory frameworks, greater access to finance and greater community engagement to broaden the scope and deepen understanding of the role of SE in advancing the SDGs. Originality/value It is rare to find a research article that examines how African and Asian social enterprises are advancing the SDGs through innovative business models and theory of change. The paper therefore offers new insights into the impact of social enterprises in emerging markets on the five key dimensions of SD (5Ps).
Purpose This study aims to examine how non-profit organizations in developing and middle-income countries, facing declining public funding, transform into social ventures. While prior research proposes conceptual typologies of social venture forms, less is known about how hybrid characteristics are empirically configured during transformation. Specifically, this study develops a taxonomy based on their unique business model characteristics.Design/methodology/approach This study analyzes n = 205 social ventures in Indonesia that have undergone transformation from non-profits. This study conducts latent profile analysis to identify distinct business model types based on theorized dimensions of lock-in, efficiency, and novelty, and examines how these types relate to performance outcomes.Findings The analyses reveal three types of social venture business models: "Enterprise-focused," "Mixed-focused" and "Social-focused," which differ in their levels of lock-in, efficiency and novelty. Contrary to assumptions of a simple public-private continuum, market-oriented ventures may simultaneously exhibit high public control. While financial performance differs across profiles, social performance remains consistently high. Relational lock-in mechanisms are more strongly associated with financial outcomes than novelty or efficiency alone.Practical implications The taxonomy provides nonprofit managers with a decision-making framework to guide transformation processes. By understanding which business model orientation best aligns with their mission and resources, organizations can more effectively balance financial sustainability and social impact.Social implications Helping non-profits to adopt suitable business models improves their long-term ability to create social value, especially in developing countries where public funding is limited.Originality/value This study extends conceptual typologies of non-profits by empirically demonstrating how non-profits adopt alternative business models to transition into social ventures. Findings illustrate mechanisms appropriate for social ventures with alternative business model configurations. High social performance is maintained across all categories of profitability. It provides empirical guidance for nonprofit managers to select a business model that aligns with their strategic goals and organizational characteristics while maintaining a social mission.
Purpose This study aims to investigate the role of social work experience as an antecedent to empathy, moral obligation, social entrepreneurial self-efficacy (SESE) and a sense of social responsibility. It further examines how these factors, together with perceived social support and perceived access to finance, shape social entrepreneurial intention (SEI) among Malaysian university students engaged in social work activities. Design/methodology/approach Data for this study were collected through a self-administered questionnaire distributed to 395 university students in Malaysia. A total of 395 responses were collected through a self-administered survey and analysed using partial least squares structural equation modelling via SmartPLS 4. Findings The results indicate that social work experience serves as an antecedent to empathy, moral obligation, SESE and a sense of social responsibility. In turn, only SESE, perceived social support and perceived access to finance have a positive effect on SEI. Empathy, moral obligation and social responsibility, while important in shaping values, do not directly influence SEI. Among the tested mediators, only SESE plays a significant mediating role. Research limitations/implications The study advances understanding of SEI by highlighting the primacy of self-efficacy and contextual supports over value-based antecedents among Malaysian undergraduates, offering new directions for future cross-context research. Practical implications Findings suggest that initiatives should prioritise skill development, mentorship and resource accessibility to convert social values into actionable entrepreneurial outcomes. Originality/value By modelling social work experience as an antecedent, this study shows that self-efficacy and contextual supports, rather than value-based traits, drive SEI among Malaysian undergraduates, offering a capability-oriented perspective from an emerging economy.
Purpose This study aims to investigate how a management control system (MCS) package in a social enterprise is enacted in achievement-oriented ways that support employees’ identification as “entrepreneurs of the self.” Design/methodology/approach An interpretive qualitative case study of Waste4Change (W4C), a waste management enterprise in Indonesia, was carried out drawing on semi-structured interviews and organizational documents, analyzed through Foucault’s biopolitics and Han’s “achievement society.” Findings MCS in W4C operate in achievement-oriented ways through cultural controls that promote autonomy and self-discipline, supporting employees’ identification as “self-entrepreneurs.” These cultural controls support planning, cybernetic and reward mechanisms so individuals internalize organizational goals as personal aspirations. As a result, control extends beyond coordination and monitoring to align behavior with W4C’s dual aims of financial performance and social impact. Practical implications The study shows how social enterprises can design achievement-oriented MCS by using cultural controls to connect mission, targets and feedback, while monitoring unintended consequences such as uneven cultural alignment across departments and excessive performance pressure. Originality/value This paper introduces achievement control systems as a conceptual extension of MCS packages, offering a theoretically grounded explanation of how control operates through autonomy, cultural embedding and internalized achievement norms. It advances understanding of management control in social enterprises by linking accounting, biopolitics and entrepreneurial subjectivity.
Purpose This case-based research aims to explore how a social entrepreneur (Rutu Enterprises) has successfully changed the behaviour of customers towards sustainable menstruation management options using the lens of Health Belief Model (HBM). This study additionally explores the role of training as a variable in HBM to bring about a desired change in behaviour. Design/methodology/approach Data for this research has been collected through multiple in-depth interviews with founder and her team at Rutu Enterprises, existing customers of Rutu Enterprises, field visits to awareness sessions and repository data of Rutu Enterprises. Findings This study’s findings indicate one of the primary reasons that customers decided to buy or were able to continue using the product of Rutu Enterprises, which was that all their queries got addressed during the training sessions. This research explores the role of demographics in adopting the sustainable menstruation management products. In addition, this research highlights the perceived barriers and benefits associated with the adoption of sustainable menstruation management product. Rooted in HBM, this research brings out the role of training sessions and its relation with self-efficacy to bring out desired behaviour change in the context of Rutu Enterprises. Practical implications The current research attempts to bridge the gap between social marketing theory and practice by helping social entrepreneurs; organisations focusing on social, humanitarian or environmental issues; policymakers identify the various issues which are impeding the behaviour change of the target audience and adopt training and one-on-one guidance to bring out necessary behaviour change. Originality/value Rooted in HBM, this research brings out the role of training sessions and its relation with self-efficacy to bring out desired behaviour change in the context of Rutu Enterprises.
Purpose This study aims to investigate how women’s active engagement in social enterprises contributes to their economic empowerment, psychological empowerment (PSE) and perceived social value creation (SVC) in northern India. It further examines the role of PSE in shaping the economic and social outcomes. Design/methodology/approach Using a quantitative cross-sectional design, data were collected from female actively engaged in social enterprises, cooperatives and livelihood-based NGOs. The study used partial least squares structural equation modeling to test the hypothesized relationships and assess both direct and indirect effects. Findings The results reveal that active engagement in social enterprises significantly enhances both economic and PSE. PSE further mediates the relationship between participation and both empowerment outcomes, confirming its central role as an enabler of PSE. Economic and PSE also positively influenced perceived SVC, underscoring the multidimensional nature of women’s empowerment. Social implications The findings emphasize the need for social enterprises to integrate participatory training, leadership roles and collective learning mechanisms to strengthen women’s agency and confidence. These results align with Sustainable Development Goals (SDG 5, SDG 8 and SDG 10), highlighting social enterprises as inclusive platforms for reducing inequality and fostering sustainable community development. Originality/value This study contributes to the limited empirical evidence from India by offering an integrated framework linking social enterprise participation with multidimensional empowerment outcomes. By combining empowerment theory and the SVC perspective, it advances both theoretical understanding and policy relevance in gender and social enterprise research.
Purpose This study aims to examine how collective capabilities and collective agency emerge in worker cooperatives and how these dynamics empower precarious immigrant domestic workers in New York City.Design/methodology/approach Drawing on 25 in-depth interviews with immigrant women cooperative members, the study uses a directed qualitative content analysis guided by the Capability Approach and its extensions to collective capabilities and agency.Findings Findings show that collective capabilities - opportunities workers achieve only through acting together - are central to empowerment in cooperatives. Members exercise collective agency through democratic decision-making, rotating leadership, mutual support and shared work and income arrangements. These practices enable them to respond effectively to crises and build a level of collective resilience rarely found in the domestic work sector.Practical implications Social enterprises should embed participatory governance and invest in ecosystem partnerships to support sustainable capability development.Originality/value This study advances the Capability Approach by demonstrating how worker cooperatives foster collective agency and enable the development of collective capabilities. It conceptualizes worker cooperatives as institutional conversion factors and the cooperative ecosystem - including peer networks and community organizations - as relational conversion factors. The findings show how individual and collective capabilities are dynamically co-constructed through cooperative participation, highlighting worker cooperatives as a capability-generating model through which precarious workers can expand their opportunities and strengthen their agency.
PurposeThis paper aims to evaluate how entrepreneurial well-being contributes to business-related outcomes in social enterprises. Yet, social entrepreneurship literature has limited discussion on well-being beyond the creation of social value in targeted communities. Addressing this research gap, this study explores ways in which social entrepreneurs' and their managers' lived experiences shape well-being.Design/methodology/approachThe study focused on social enterprises in New Zealand. The authors collected data using semi-structured in-depth interviews from 21 individuals who are either social enterprise founders or managers. Interview data were then triangulated with secondary data and analysed using thematic coding techniques.FindingsSocial enterprise founders' and managers' lived experiences shaped their own well-being, and how they identified community issues and implemented well-being management strategies. The broader context also influenced the well-being issues, the founders' and managers' well-being and how they perceived and addressed the community's well-being.Originality/valueThis study contributes to social entrepreneurship literature by showing that perceptions of community well-being needs are linked with the lived experiences of founders and managers. Drawing on the study's findings, a conceptual framework was developed to better explain the well-being interlinks among social entrepreneurs, their management and their perceptions of community well-being needs and delivery. The originality of this study comes from illustrating the well-being of different groups in the social enterprise context and their interconnections. The conceptual framework illustrates that a balance is needed in managing well-being.
PurposeThis study aims to examine how collective dimensions manifest and operate in worker cooperatives with strong collaborative orientations, analyzing the dynamic tension between structured processes and emergent adaptations in their collaborative practices.Design/methodology/approachA qualitative two-phase design was implemented with ten Aragonese cooperatives from Spain's Alternative and Solidarity Economy Network (REAS). Phase one comprised semistructured interviews with cooperative representatives, while phase two involved a focus group with 6 participants to validate and deepen initial findings.FindingsFour collective dimensions were identified operating as adaptive systems: collective intelligence, collective leadership (reconceptualized as shared governance), collective action and collective impact. These dimensions enable organizations to navigate between formal structures and emergent responses while maintaining collaborative principles. The study reveals how cooperatives develop specific organizational capabilities to manage inherent tensions in collaborative processes.Research limitations/implicationsThe sample is limited to worker cooperatives in Arag & oacute;n, Spain, potentially restricting generalizability. However, findings contribute to interorganizational collaboration theory by demonstrating how collective dimensions operate as integrated systems rather than isolated elements.Practical implicationsThe research documents specific strategies for navigating structure-emergence tensions, developing shared governance systems and creating impact evaluation frameworks that recognize both external results and internal transformations.Social implicationsThe study demonstrates how alternative organizational forms can maintain economic viability while preserving transformative principles, offering insights for social economy development.Originality/valueThis research provides empirical evidence of how collective dimensions operate in practice, contrasting theoretical frameworks with organizational realities. It identifies the critical importance of contextual factors like territorial embeddedness and emotional-relational aspects previously underexplored in interorganizational collaboration literature.
PurposeThe lack of clarity regarding the benefits generated by social enterprises is widely assumed to constrain their potential. Consequently, social impact measurement has emerged as a central concern within the field of social entrepreneurship. Despite the proliferation of models and frameworks, adoption remains limited, largely due to their complexity. The purpose of this paper is to examine persistent challenges associated with social impact measurement and to propose a new approach that enables small social enterprises to strengthen their management practices to secure funding, enhance social impact and ensure long term sustainability.Design/methodology/approachThe empirical foundation comprises two data collections conducted six years apart, encompassing 114 social enterprises across five countries.FindingsThe results show that only a minority of respondents systematically measure the value of their activities, and that progress over time has been negligible, despite the widely acknowledged importance of impact assessment.Practical implicationsThe approach requires an understanding of the value creation process and a systematic collection of outcome-related data. Business support organisations can play a pivotal role in advising social enterprises on effectively communicating social value.Originality/valueThe paper introduces a learning-oriented framework that emphasises the communication of social value and is designed to be applicable even for resource-constrained social enterprises.
PurposeA growing body of research has found promising outcomes for work integration social enterprise (WISE) as a pathway for improving well-being and the social determinants of health. To date, there is evidence to suggest that people with a mental health condition can experience WISE workplaces as flexible, inclusive and enabling and that these working conditions can contribute to positive employment and well-being outcomes. However, there is currently little longitudinal research that explores the longer-term employment, health and well-being outcomes of transitional WISE that employ people with the eventual goal of assisting employees into open employment. This paper aims to explore how the WISE work environment influences these outcomes for people with a mental health condition or psychosocial disability.Design/methodology/approachThe authors conducted a mixed methods longitudinal case study of a transitional WISE in Australia exploring changes in health and well-being over time and the WISE conditions that influenced this.FindingsThe findings of this study indicate some improvements in income, material circumstances and subjective well-being compared with previous periods of unemployment. Health promoting effects of WISE employment are mediated by person-job fit and by the features and experience of the work environment - including the degree to which the WISE workplace culture counters ableist attitudes, enables flexibility and equitably and supports employees' development and career progression.Originality/valueThis paper extends current knowledge through longitudinal qualitative data that presents new insights about WISE employees' experiences of social enterprise employment over time.
PurposeThis study aims to explore the influence of management styles on organizational tensions within social enterprises (SEs). By examining this relationship, the research provides insights into how participative and innovative leadership approaches can mitigate internal conflicts and enhance organizational effectiveness.Design/methodology/approachDrawing on a preliminary qualitative exploration and a subsequent survey, we analysed data from 346 Portuguese SEs using partial least squares structural equation modelling (PLS-SEM). The survey was based on the Social Business Initiative's definition of SEs. PLS-SEM was used to examine the relationship between management styles and organizational tensions.FindingsThe study provides preliminary, exploratory evidence of a statistically significant yet modest negative relationship between participative or innovative management styles and organizational tensions. The results, interpreted as exploratory, suggest that fostering collaborative decision-making and creativity can contribute to a more harmonious work environment, reducing internal conflicts and improving overall organizational performance. These results should be interpreted as indicative rather than confirmatory, aligning with the pilot nature of the design.Research limitations/implicationsWhile the study provides valuable insights, its explanatory power is limited, with an R & sup2; of 0.058, and it is restricted to the Portuguese context. The qualitative pre-study was content-validation oriented (n = 4), and evidence is non-causal. The authors therefore frame the contribution as exploratory and recommend multi-country, longitudinal designs.Practical implicationsThe study provides a practical framework to help SE leaders identify and manage organizational tensions. By adopting participative and innovative management styles, leaders can improve workplace harmony and enhance their leadership impact. We position this work as a pilot/exploratory test of these linkages, given the modest explanatory power and the instrument-refinement nature of the qualitative phase.Social implicationsBy reducing internal tensions, SEs can operate more effectively and fulfil their social missions more efficiently, ultimately benefiting the communities they serve.Originality/valueThis study is among the first to quantitatively examine the relationship between management styles and organizational tensions in SEs. This exploratory research contributes to both management and SE literature by offering a mechanism-informed framework and measurement insights to guide future studies.
