Typology of social entrepreneurship models: theoretical and methodological aspects

Abstract

The objective of this study is to establish a comprehensive, multi-criteria typology of social entrepreneurship models and to conduct a detailed analysis of their modern transformation trends. The study focuses specifically on unique crisis-adaptation mechanisms observed in transitional economies. The core finding establishes that the construction of a correct and robust social entrepreneurship typology must be based on a three-dimensional framework: the resource dimension (capital origin and income strategies), the teleological dimension (the priority and depth of the social mission), and the institutional dimension (legal form, governance, and operating environment). This multi-criteria approach was developed to move beyond simplistic binary categorisations and to accurately capture the sector’s inherent complexity and hybridity. A fundamental dichotomy is identified between the American model, known as the «Earned Income School», which prioritises commercial output, and the European EMES model, which emphasises governance, stakeholder participation, and primary social purpose. The analysis delineates three key operational archetypes based on the integration of social and commercial activities: the embedded model, the integrated model, and the external model (profit donation). The study also examines contemporary transformation trends. Digitalisation has given rise to novel cooperative forms, such as platform cooperativism, which enhance collective ownership and social impact. Concurrently, institutionalised processes of conformity drive social enterprises to adopt mainstream structures to gain legitimacy, though this carries the risk of mission dilution. Importantly, the research identifies distinctive crisis-adaptation models among social enterprises in Ukraine. These models are characterised by a shift from significant reliance on donor financing to an integrated earned-income model. This transition, precipitated by conflict and funding disruptions, exemplifies the remarkable resilience of Ukrainian social enterprises in securing revenue and reorienting their missions to address urgent humanitarian needs. This experience serves as a valuable case study in crisis-driven institutional change.