The role of empathy in Social Enterprise

Empathy is emerging as an important area of study related to social cognition and offers potential contributions across disciplines including a more socially driven understanding of social enterprise (Carre, Stefaniak,... [ view full abstract ]

Empathy is emerging as an important area of study related to social cognition and offers potential contributions across disciplines including a more socially driven understanding of social enterprise (Carre, Stefaniak, D’Ambrosio, Bensalah and Besche-Richard, 2013; Decety and Svetlova, 2012). Empathy is becoming established as an interconnected term not centrally located within a specific discipline and appears to link various experiences and activities (Jensen and Moran, 2012) including social life and social enterprise (Pavlovich and Krahnke, 2012). It is argued that empathy is related to social enterprise because it is perceived as motivation to action (Hourdequin, 2012). The social mission is the key motivation and purpose of a social enterprise (Parkinson and Howorth, 2008); indeed, research demonstrates empathetic ability aids social cohesion (Gerdes and Segal, 2011). Owing to research contributions from multidisciplinary fields, the role of empathy in social enterprise emerges as a complex phenomenon and its relationship to social enterprise presents itself as an under-researched area in need of further exploration.

A meta-analysis of one hundred and sixty-eight social enterprise journal articles has identified that social enterprise research favours a qualitative approach. Meta-analysis of empathy has highlighted that quantitative methods are often used to compare the phenomenon of empathy at different sites or settings. In relation to the current research, the aim of the study is to investigate the role of empathy in social enterprise, therefore a quantitative element is unnecessary as comparisons and generalisations are not sought. Ethnographic study is critically selected as a suitable method that will enable the research to explore empathy as a social phenomenon in order to provide contextual and meaningful data (Crouch and Mckenzie, 2006). A prior literature review of both social enterprise and empathy has identified the below three core aims (and related sub-aims) as key areas where this current research could offer interesting and new knowledge:

Research Aim 1: To what extent does empathy manifest itself in social enterprise?
a. Is empathy a motivational factor in social enterprise organisations?
b. Is empathy a conscious and/or unconscious process?

Research Aim 2: What is the role of empathy in social enterprise leadership?
a. Is empathy necessary for successfully achieving a ‘double’ or ‘triple bottom-line’?
b. How do pressures of leadership interact with empathy?

Research Aim 3: What is the role of empathy in social enterprise organisations and does this change over time?
a. To what extent are social enterprise aims and objectives empathised with inside the organisation?
b. Is there a relationship between empathy and a successful social mission?

The following are identified as four key area of international research contribution:

I. Understanding social enterprise motivation and potential success: Empathy is emerging as a significant area of study related to social understanding and suggests numerous contributions to various disciplines including support for our understanding of social enterprise motivation and success (Carre et al., 2013; Decety and Svetlova, 2012).

II. Strengthening social bonds and cooperation in social enterprise: Empathy has been suggested as a profound contributor in strengthening social interactions by way of motivating people to cooperate (de Vignemont and Singer, 2006). Strengthening societal bonds presents a clear link between empathy and social enterprise as social enterprises operate with a clear focus on their social and/or environmental mission.

III. Adding to literature on effective, authentic and emotional leadership: Kellett et al. (2006) suggest emotional intelligence contributes to effective leadership as it requires the leader to consider various viewpoints thus strengthening trust relations (Cameron et al., 2003).

IV. Understanding social enterprise interactions: Empathy emerges as vital for client-related social work however; empathy also has a crucial contribution to make in employer-to-employee interactions as well as social enterprise-to-beneficiaries interactions (Kellet et al., 2006; Plutchik, 1987).

Engaging with ethnography as a research method provides a unique and exciting opportunity to bring both context and focus to the under-researched area of ‘the role empathy in social enterprise’.