Dyson College of Arts and Sciences

na of water resource management, where changes in governance systems (Loorbach 2010; Kooiman 2003) in recent decades from public- to community- and private-sector-led management have led to increasing contestation and questioning of the supposed techni- cal and financial performance improvements associat- ed with such changes (Bothello and Mehrpouya 2018; Klug et al. 2017; Chowns 2015). One area which has particular potential to in- form work on organizational resilience as it relates to the management of water resources is research in the domain of social entrepreneurship, which examines organizational hybrids which use business strategies and methods to achieve social objectives (Battilana and Dorado 2010; Pache and Santos 2013). Social en- trepreneurship as a setting for research is distinctive in that the nature of organizational processes in a social entrepreneurial context, where multiple institutional logics operate across different levels of analysis (Pache and Santos 2010; van Wijk et al. 2018), means that managers must pay attention to demands from their environment that emanate from the social, commer- cial, and government sectors: On the one hand, social entrepreneurs rely on the support of the social sector: ey rely on grassroots organizations to reach out to their beneficiaries; they collaborate with social organizations to coordinate social services; they rely on local social actors to provide strategic resources such as legiti- Fig. 1 Availability of improved wa- ter sources by region. 1990 vs. 2015. Source: Progress on Drinking Water, Sanitation and Hygiene: 2017. World Health Organization macy, volunteer work, or social expertise. On the other hand, in mobilizing funds and practices from the business sector, so- cial entrepreneurs are embedded in the commercial world. ey adopt commercial practices, develop business relationships with commercial entities, and build part- nerships with industrial partners. Final- ly, in most countries, social entrepreneurs also directly interact with governments and public agencies accountable for the welfare of citizens, in order to negotiate political or financial support or to influence changes in policies and regulations (Pache and Chowdhury 2012). In this sense, research on organizational re- silience in the context of water resource management which takes into account social enterprise models might better address the increasing need of organiza- tions to consider the different demands communities and municipalities face as they attempt to create sus- tainable systems which serve their respective popula- tions. Via studying the operations of social enterprises, we may develop way a forward for the development of innovative resilient water resource management sys- tems (Williams and Shepherd 2016; Jay 2013; Kurland and Zell 2010). Drawing from data collected as part of a case study of collaboration between a pair of social enter- prises (Battilana and Dorado 2010; Pache and Santos 17

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