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This paper aims to discuss artifacts and how they influence the performative scheme of the routine and human agency. Artifacts emerge from a heterogeneous network of technical and social elements, which implies assuming that they strongly influence the performance of a routine and the organizing.

This essay starts from an established theoretical framework to develop reflections and propose that the artifacts entangle part of organizational knowledge and that the artifact's role is structured by their enactment in performing a routine, which gives them meaning and a sense of purpose.

The propositions contribute to theoretical and empirical advances by offering new insights for analysing the role of artifacts in routine dynamics. The main arguments presented are about (i) the existence of a potential role and a performed role for artifacts, (ii) that the artifacts' role evolves from knowledge and know-how embedded in routines and their actants and (iii) that artifacts are connected through networks of routines, and they embed a vast repertoire of knowledge and expertise.

Also, it proposes a fruitful research agenda based on the main reflections. Finally, the thoughts presented open a pandora's box to reflect on the intertwining between human and artifacts, not just in organizing but also in everyday social life.

Social entrepreneurship literature emphasizes the creation of social value for society from three main concepts – generation, appropriation and devolution - that form a value cycle. This paper aims to analyse how social enterprises operationalize this cycle to create positive social impact.

This study uses a multi-case approach, conducting semi-structured interviews with founders of Brazilian social enterprises.

This study empirically supports the existence of the value cycle and identifies an additional stage –value transformation – emerging from the data. While the initial three stages occur within social enterprises, value transformation unfolds within served communities. This stage not only facilitates the conversion of value types (e.g. social to economic or environmental) but also stimulates the formation of new social enterprises. Consequently, this paper proposes a comprehensive social entrepreneurship value cycle encompassing generation, appropriation, devolution and transformation of value.

This paper contributes to clarifying concepts and mitigating theoretical ambiguities surrounding social value creation in the context of social entrepreneurship. It provides a framework for understanding the underlying principles of each stage in the value cycle, thereby empowering scholars and practitioners to enhance the innovative mission of social enterprises and drive social change within underserved communities.