Jungian archetypes and dreams of social enterprise

Mary Louise Brown, Seonaidh McDonald, Fiona Smith

Research output: Contribution to journalArticlepeer-review

10 Citations (Scopus)

Abstract

Purpose: The purpose of this paper is to consider a psychoanalytic explanation for the challenges facing social entrepreneurs in Scotland. Design/methodology/approach: A qualitative approach was used, in an exploratory study involving semi-structured interviews with, and observation of, a purposive sample of social entrepreneurs. Findings: Respondents exhibited a sense of splitting between the archetype of hard driving business leader and that of social reformer. One respondent was able successfully to integrate the two roles through an intuitive understanding of psychodynamic processes. Research limitations/implications: This was an exploratory study with a small sample. Practical implications: In a period of financial challenge for the UK economy, presenting new challenges for social enterprises, the findings add to researchers' understanding of apparently irrational responses to change. Originality/value: There is limited research into the impact of archetypes on business behaviours and the paper aims to extend the literature.

Original languageEnglish
Pages (from-to)670-688
Number of pages19
JournalJournal of Organizational Change Management
Volume26
Issue number4
DOIs
Publication statusPublished - 2013

Keywords

  • Change management
  • Cultural change
  • Entrepreneurialism
  • Jungian archetypes
  • Jungian psychology
  • Non-profit organizations
  • Organizational culture
  • Scotland
  • Social enterprise

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