Addressing global challenges like waste management, climate change, or labor inequality often requires creating new fields to integrate social and commercial interests. However, nascent fields—marked by conflicting interests and a lack of established norms—pose significant challenges to coordination. In our study, published in the Journal of Management Studies, we explore how social enterprises play a critical role in organizing such nascent fields to address complex societal issues. 

Drawing on a six-year embedded case study of reusable containers for takeaway food and beverages in Germany, our research identifies how social enterprises act as “referents” that catalyze collaboration, overcome field impasses, and anchor new models in the market. 

Findings 

Our analysis revealed three key roles of social enterprise referents in nascent field organization: 

1. Breaking Field Impasses 
   Social enterprises initiate models that bridge conflicting interests and enable actors to collaborate. For instance, CIRCLE (a pseudonym for the focal enterprise) introduced a reusable container system that aligned economic and ecological goals, rallying diverse stakeholders. 

2. Facilitating Field Organization 
   Through sustained interactions, social enterprises build networks of support among businesses, policymakers, and environmental organizations. These collaborations transform fragmented efforts into coordinated actions, fostering a shared system of meaning and hybrid organizing practices. 

3. Anchoring Solutions and Driving Innovation 
   As fields evolve, new challenges arise, such as supply-demand mismatches or regulatory shifts. Social enterprises continuously adapt and innovate to fill these gaps, ensuring the longevity of the field’s development. 

From Nascent to Organized Fields 

Our study illustrates the iterative process of organizing nascent fields. In the case of reusable containers, CIRCLE’s initial success in coordinating actors and establishing a market was followed by setbacks due to regulatory changes and expanded market demands. However, new social enterprises entered the field, leveraging early solutions to scale innovations and meet broader needs. 

This dynamic highlights the necessity of multiple social enterprise referents working together to sustain progress. Transitioning from an underorganized to an organized field requires ongoing experimentation, negotiation, and adaptation. 

Implications for Theory and Practice 

Our findings contribute to the literature on field organizing and social enterprise by introducing the concept of “social enterprise referents.” These organizations not only create and scale innovative solutions but also serve as focal points for collective action in nascent fields. 

For Practitioners: 
Social enterprises can position themselves as referents by aligning diverse stakeholder interests, fostering trust, and iteratively adapting to evolving challenges. 

For Policymakers: 
Supporting social enterprises with funding, regulatory frameworks, and collaborative platforms can accelerate field development and societal impact. 

For Scholars: 
This study opens avenues for further research on the interplay between social enterprises, field organizing, and societal change, particularly in contexts marked by conflicting interests. 

Conclusion 

Social enterprise referents are essential for addressing complex societal problems that require the creation of new fields. By bridging conflicting interests and anchoring innovative solutions, they enable the sustained collaboration necessary for systemic change.