Abstract
Sustainable development is now seen as the business paradigm for the 21st century and poses a significant dilemma for managers, which is to balance economic goals, environmental impact and social development. In recent years, more and more attention has been paid to sustainable entrepreneurship as a concept combining triple bottom line (TBL) aspects since introducing social and ecological values and goals, in addition to economic ones, is seen as a long-term strategy for survival and value creation. Italy’s socio-economic context where there are a large number of small and medium-sized enterprises (SMEs) and social enterprises has proven to be a good field for new hybrid forms of for-purpose business. This paper is a single case in-depth study conducted over three years (2017–2019) analyzing Mondora, a certified and legally recognized Benefit Corporation that has introduced full-spectrum teal practices in its governance structure and is shifting the paradigm as a flourishing enterprise. The aim of this paper is to analyze the legal and governance framework of Mondora as a benefit corporation and delineate a best-case example that embraces new leadership practices as a pilot for future research on benefit corporations. The implications lie in the fact that the typology of the social entrepreneur present in benefit corporations has the characteristics of the quantum leader outlined by Tsao and Laszlo (2019).
Appendix 1 Interview questions
Why did you decide to become a B Corp? What prompted you to start this process?
What organizational structure do you have? How does the programming and control process take place?
Have you introduced new KPIs related to the social mission or new tools to monitor any feedback from your internal and external stakeholders?
Does measuring the social impact/benefit impact support business decisions? To what extent do you find it useful? What obstacles are you experiencing?
Do you plan to integrate impact measurement tools with other CSR tools?
At what level was management involved? Was it easy for you to find the necessary data needed to measure the BIA?
At the end of the certification process, the business model is evaluated. Has becoming a B Corp varied your business model? If yes, in which way?
What differentiates your company from others?
Appendix 2 Appreciative inquiry questions
Best Experience: Tell me a story about the best time that you had with your organization, a time when you felt most alive or excited about your involvement. What made it an exciting experience? Who else was involved? What was happening at that time in your life? Describe the event in detail.
Values: What are the things you value about:
Yourself: Without being humble, what do you value most about yourself?
Your work: When you are feeling best about work, what do you value about it?
Your organization: What is it about your organization (team, family, community, network, or other group) that you value? What is the single most important thing that your organization has contributed to your life?
Core Life-Giving Factor: What do you think is the core value or factor that allows the organization to pull through during difficult times? If this core value/factor did not exist, how would that make your organization totally different than it currently is?
Three Wishes: If you had three wishes for this organization, what would they be?
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