Mission or margin? Using dynamic capabilities to manage tensions in social purpose organisations’ business model innovation

This study examines how tensions arising from business model innovation (BMI) are managed within a social purpose organisation (SPO) network. We utilise case to illustrate network with dual (social and economic) mission focus, present themselves at three key stages of BMI (initiation, exploration, exploitation). Moreover, we use illustrative examples show through dynamic capabilities (sensing, seizing, transformational). The findings that while engaging in can improve the competitiveness SPOs, emerging focus multi-stakeholder complex, which need be addressed by careful nuanced planning practice. Furthermore, different may mediate effect thus help SPO networks more effective accomplish mission.