Social enterprise under the microscope: comparing and contrasting Green‐Works and ReBoot

Abstract

Purpose

To understand the factors encouraging growth in two social enterprises involved in recycling based in London, UK, and how these can be interpreted and understood in terms of “managerialist” concepts.

Design/methodology/approach

The study aimed to understand how particular aspects of social enterprise literature relate to practice on the ground, and to gain a clearer picture of the diversity, complexity and contested ideas that coexist within the social enterprise sector. Focuses on the experience of two social enterprises based in London: ReBoot, a project set up by Bootstrap Enterprises, a social enterprise based in Hackney for the recycling of computers donated from individuals and organizations; and Green‐Works, a social enterprise for preventing large volumes of office furniture from going to landfill. Explains that the research comprised two parts: an extensive literature review to provide background theory and context; and the use of semi‐structured interviews with the selected organizations to gain qualitative data for comparison.

Findings

The results provided broad indications relating to the ideas and conflicts existing within and between social enterprises across such broad themes as “growth”, public and private origins, market orientation and long‐term sustainability. Concludes that the research highlights the diversity of social enterprises in terms of their objectives, structures, operations and long‐term visions, while demonstrating the great differences between the two enterprises despite their seeming similarity on the surface.

Originality/value

Challenges the frequently over‐simplified generalizations and assumptions that are applied to social enterprises.

Citation

Sharpen, C. (2006), "Social enterprise under the microscope: comparing and contrasting Green‐Works and ReBoot", Social Enterprise Journal, Vol. 2 No. 1, pp. 101-113. https://doi.org/10.1108/17508610680000716