Kate Kearins

Auckland University of Technology, Management, Faculty Executive, Faculty Member

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Professor of Management and Pro Vice Chancellor and Dean of the Faculty of Business, Economics and Law, at Auckland University of Technology, New Zealand. Pro people and the environment, I see business as both part of the environmental problematique and a powerful source of solutions for a flourishing future for all.

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Lama Diab

Lebanese University

Puneet Gupta

TERI University

Gizem Alper

The New School University

Celeste Diaz Ferraro

Colorado College

Louise Driffill

University of Cambridge

Ernesto Escobar

Universidad Adolfo Ibáñez

Jana Javornik

University of East London

Gwen Robbins Schug

University of North Carolina at Greensboro

Gabriel Gutierrez-Alonso

University of Salamanca

John Sutton

Macquarie University

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Papers by Kate Kearins

Scaling-up social enterprises: The effects of geographic context

Journal of Management & Organization

Social enterprises implement business-like approaches to address social problems. Scale-up of the... more Social enterprises implement business-like approaches to address social problems. Scale-up of these enterprises beyond one geographical context can extend their impact to better match the scope of problems being addressed. Unfortunately, many social enterprises start but relatively few expand to new contexts, making scale-up one of the most important but least understood outcomes of social entrepreneurship. We explore this outcome empirically, extending existing research that is predominantly conceptual. The study adopts a multicase study research design. A dynamic capabilities framework reveals how resources are amassed and configured for expansion, a process that can be more difficult for social compared to commercial enterprises. Findings suggest scale-up may be a second act of social entrepreneurship because dissimilarities between initial and scale-up contexts necessitate product modification, different partnerships, and idiosyncratic resource configurations. We thus call into ...

How Strategy is Adapted and Extended in Social Entrepreneurship

Academy of Management Proceedings

We examined three strategy frameworks in the social entrepreneurship context: industrial/organiza... more We examined three strategy frameworks in the social entrepreneurship context: industrial/organization economics; the resource-based view; and the relational view. Our qualitative study investigated six cases and findings confirmed that all three strategy frameworks were used albeit in sometimes surprising ways compared to commercial enterprises. Social entrepreneurs empowered suppliers and buyers as opposed to reducing these forces, effectuated new ecosystems instead of building competitive advantage in established industries, and saw rivals as co-contributing to solutions.

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What Constitutes Successful Entrepreneurship? An Analysis of Recent Australasian Awards Experiences

Journal of the Australian and New Zealand Academy of Management, 2004

Theory about what constitutes entrepreneurial success is explored using case studies of the 2003 ... more Theory about what constitutes entrepreneurial success is explored using case studies of the 2003 Ernst & Young Entrepreneur of the Year Award winners for Australia and New Zealand. Findings suggest the need to more equally emphasize what theory presents as elements of successful entrepreneurship, and importantly, incorporate ethics as a key dimension. Further, the analysis offers insight into how business awards processes in general might be conducted.Entrepreneurship has long been considered an important economic activity. The past twenty years has witnessed an explosion of research into entrepreneurs and their actions (Venkatarman 1997; Hannafey 2003) with considerable emphasis on the elements that constitute successful entrepreneurship. However, there has been little empirical work substantiating these elements or exploring the extent to which they appear to be considered when judgements are made about entrepreneurial success. Additionally, some entrepreneurs that are judged succ...

The risks and returns of new public management

Corporate Social Reporting in Malaysia: A Qualitative Approach

This paper examines corporate social reporting in Malaysia from the public relations perspective ... more This paper examines corporate social reporting in Malaysia from the public relations perspective of issues management. Data was derived from case studies of four relatively high impact companies in Malaysia, two owned by multinationals and two Malaysian-owned. An obvious continuum of corporate social reporting practice is apparent with one multinational adopting comprehensive corporate social reporting, the other minimal social reporting within Malaysia(through the parent company reports elsewhere), one Malaysian company engaging in selective disclosure, and the other expressing reservations about this so-called ‘new business’ concept of corporate social responsibility and reporting. Although company representatives interviewed were aware of trends toward increased disclosure, most reflected a desire to shun corporate social responsibility and reporting, in this case, of moral obligations. Our analysis affirms the possibility of the urge to push aside social reporting obligations re...

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oikos Sustainability Case Writing Competition: Results in Brief Results: oikos Sustainability Case Writing Competition 2005

The risks and returns of new public management: political business

International Journal of Public Sector Management, 2011

PurposeThis article aims to consider success in terms of the financial returns and risks of new ... more

Caron Taurima and Carich: Entrepreneurial success?

... Kearins, Kate and Hooper, Keith and Luke, Belinda G. (2006) Caron Taurima and Carich: Entrepr... more ... Kearins, Kate and Hooper, Keith and Luke, Belinda G. (2006) Caron Taurima and Carich: Entrepreneurial success? This publication is a case study on CD-rom accompanying the book &amp;#x27;Organizational Behaviour in a Global Context&amp;#x27; by AJ Mills, Helms Mills J., Bratton J., &amp;amp; ...

Qualifying and quantifying the financial benefits of entrepreneurship

Who's afraid of the dark?

Quotable Value: A Case of Increasing Value

In 2005 Quotable Value was New Zealand's largest valuation and property information organisation ... more In 2005 Quotable Value was New Zealand's largest valuation and property information organisation with approximately 230 staff and 22 offices throughout the country. While Government reforms within New Zealand had forced this former Government department to operate in a competitive market, a booming property industry and a number of innovative projects generating new income streams had fuelled Quotable Value's success and growth. Recent changes in the economic environment, however, and predictions that the property bubble would soon burst, also presented a number of threats. The challenge for Quotable Value was how to sustain and build further growth.

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Airways Corporation of New Zealand Limited: Navigating aircraft, international airspace and entrepreneurial success

Luke, Belinda, Kearins, Kate and Verreynne, Martie-Louise (2010). Airways Corporation of New Zeal... more

Entrepreneurship in the public sector: A case study of policy implementation in practice

21st Annual Meeting of …, 2010

... Entrepreneurship in the public sector: A case study of policy implementation in practice. Luk... more

Pushing the boundaries': The limits and limitations of new public management

This paper considers the limitations and boundaries of new public management (NPM) through a case... more

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Selling all good: how small new entrants can compete

The CASE Journal, 2016

Does Buddhism Enable a Different Sustainability Ethic at Work?

Journal of Corporate Citizenship, 2016

Making sense of ecopreneurs' decisions to sell up

This article examines the phenomenon of values-based firms being sold to larger mainstream firms.... more This article examines the phenomenon of values-based firms being sold to larger mainstream firms. Its focus is on the sensemaking rationale offered by a New Zealand ecopreneur who sold an organic beverage company after twenty years at the helm. The company case study is presented through two enterprise development narratives based on alternative sensemaking modes. Key values-related challenges arising in ecopreneurial business are identified including: 1) adhering to the founder"s values; 2) growing the business sustainably; 3) deciding whether and when to expand ownership to cope with undercapitalisation; 4) deciding who to bring in as new owners to ensure values alignment; 5) determining how and when the founder might leave; and 6) ensuring the attractiveness of the sustainability values so that they might be retained. Other factors implicated in the sale of values-based firms are also postulated. It is argued that although ecopreneurs might be accused of selling out their principles by selling up, there is some evidence that eco-brands are being maintained and growth prospects could be improved after acquisition. Serial ecopreneurship may even extend social benefits.

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Looking for Joan of Arc: Collaboration in the Rise and Fall of Heroes

Http Dx Doi Org 10 1080 14759550701659011, Nov 30, 2007

This article adapts Actor Network Theory to illustrate the construction of heroes and their aband... more