Stefan Dimitriadis - Faculty & Research - Harvard Business School
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Stefan Dimitriadis


Doctoral Student

Stefan Dimitriadis is a doctoral candidate in the Organizational Behavior (Sociology) program at Harvard Business School.

He studies the founding, growth, and performance of organizations in emerging markets and the social sector. In the context of emerging markets, his research examines the formation of relationships between micro-firms. In particular, he is interested in how elements of space, culture, and informal institutions interact to foster the formation of relationships between micro-firms in the absence formal market supporting institutions. In the context of the social sector, Stefan’s research sheds light on how organizations blend elements of commercial and social practices in order to achieve financial sustainability. More specifically, his research looks at the antecedents and consequences of using commercial and financial practices in social ventures.

Before joining the PhD program at Harvard, Stefan worked as a research associate for Professor Julie Battilana at Harvard Business School. He graduated from Oxford University with an M.Phil. in Economics and from McGill University with a B.A. in Economics. Prior to that, he studied at the United World College of the Adriatic in Italy.

More information at Stefan’s personal website.


Journal Articles
  1. Blurring the Boundaries: The Interplay of Gender and Local Communities in the Commercialization of Social Ventures

    Stefan Dimitriadis, Matthew Lee, Lakshmi Ramarajan and Julie Battilana

    This paper examines the critical role of gender in the commercialization of social ventures. We argue that cultural beliefs about what is perceived to be appropriate work for each gender influence how founders of social ventures incorporate commercial activity into their ventures. Specifically, we argue and show that although cultural beliefs that disassociate women from commercial activity may result in female social venture founders being less likely to use commercial activity than their male counterparts, these effects are moderated by cultural beliefs about gender and commercial activity within founders’ local communities. The presence of female business owners in the same community mitigates the role of founders’ gender on the use of commercial activity. We examine these issues through a novel sample of 584 social ventures in the United States. We constructively replicate and extend these findings with a supplemental analysis of a second sample, the full population of new nonprofit organizations founded during a two-year period in the United States (n = 31,160). By highlighting how gendered aspects of both the social and commercial sectors interact to shape the use of commercial activity by social venture founders, our findings contribute to research on hybrid organizations in the social sector, communities as a context for the enactment of gender, and the enactment of gender in entrepreneurship.

    Keywords: Social Enterprise; Gender; Local Range; Commercialization; Culture;

    Citation:

    Dimitriadis, Stefan, Matthew Lee, Lakshmi Ramarajan, and Julie Battilana. "Blurring the Boundaries: The Interplay of Gender and Local Communities in the Commercialization of Social Ventures." Organization Science 28, no. 5 (September–October 2017): 819–839. (Pre-published online, August 2017.)  View Details