IMPACT ORIENTATION AS A SPECTRUM: EMBEDDED VERSUS PERIPHERAL SOCIAL MISSIONS IN EARLY-STAGE IT STARTUPS

Abstract

This thesis questions the common assumption that impact-driven ventures are uniformly mission-oriented. Drawing on twelve interviews with founders and investors of IT startups in Uzbekistan, it argues that impact orientation varies along a spectrum, from structurally embedded to peripheral. Only embedded impact – where the core product simultaneously produces economic and social value – performs strategic work in building credibility and attracting mission-aligned capital. The finding refines the impact-entrepreneurship construct and offers practical guidance for founders and investors.