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For any Entrepreneurial Venture (EV), the usage of technology gives a competitive edge over other players in the market (Alam et al., 2020). Categorizing competitive advantage to precise market share varies with systematic technologies adopted by EV and can bring an innovative solution for society (Alon et al., 2020). Hence, small EV focus on expanding limited resources and generate revenue. Furthermore, under the context of Social Entrepreneurial Ventures (SEVs), they are more focused on contribution to social welfare. Mostly SEVs used essential resources and implement strategies for long term market sustainability (Amorós et al., 2020). SEVs adopts the finest approach to categorize partnerships or to identify the strategy that has the ability to possess. SEVs business models emphasis on time-efficient solutions to solve social issues. The entrepreneurial ability helps Social Entrepreneurs (SEs) to eliminate the risk of loss and valuable time to get profit margins in a ruthlessly competitive market (Bacq et al., 2020).
SEVs is conceived with the idea of generating profits (generate revenue) through social welfare solutions. Various business models are implemented by SEs to deliver their best outcomes. SE tries to utilize available raw material, cost-efficient, and time-efficient techniques to grow their social venture. Facing challenges with a significant increase in technological demand, the need of developing a sense of managing technology is effective ways is important (Bongsebandhu‐phubhakdi et al., 2009; Clauss et al., 2020).
Technology compactness endeavour towards any venture shows its level of advancement with a corresponding emphasis on potential market share accordingly (Żur, 2020). SEVs use business cycles to develop comparative strategies to market survival (Zobel, 2017). In past, ventures were largely valued on physical asset availability which includes building, machinery (machines and hardware’s), paraphernalia, stocks, accessible registered inventory and available funds (Zahra et al., 2014). Nowadays, a genuine assessment of the company is based on its latest technology adaption than its accessible physical available asserts (Wu, W. et al., 2012). Moreover, competitive market demand holds a strong influence on company success. Technology adding up to market demand engender its worth to creditable asserts (Wu, P. F., 2011).
By utilizing the managerial and technical system in a structured order; technology can help SEVs to enter a new competitive market (Ting et al., 2020). Technology is usually associated with the up-gradation of the latest version of machinery, latest computers and advanced level of an electronic device (Ghazizadeh et al., 2012). Conversely in the SEVs, technology act as a support not only machinery but to the human resource as well. Moreover, new technologies are added based on market demand bringing competitiveness and competence resulting in new social value creation (Roumi & Roumi, 2020).
The competent execution of technology involves strategies to correlate the processes at the production and operational level. For a better understanding of the worth of performance and recognition of innovation inside SEVs, the intention of SE is required to be observed (Ullah, 2020). Technological influence is paramount for survival in the social innovation business market. This influence usually measured at lower cost and increased time efficiency with higher entrepreneurial performance. This study extended the uses of the Technology Acceptance Model (TAM) (Davis, 1989). TAM is selected for understanding the SE intentions towards adoption of TM in SEVs. Secondly, TAM is pointed to as a conspicuous model, because it considers factors that are particular, unsophisticated, and simple to understand. TAM with its notable features can impact the survival and sustainability of a SEVs in the long run. In this research, the corollaries of technology employed by SEs under the umbrella of TM have been discussed.