Social Impact Startups, Business Model innovation and Female Management: Lessons for the Next Normal in Mexico using fsQCA Start-up de Impacto Social, Innovación en el Modelo de Negocios y Administración Femenina: Lecciones para la próxima normalidad en México usando fsQCA

Introduction: The main research purpose is the identification of the Key Success Factors (KSF) for Social Impact Startups (SST) and how they face an emergency context (like COVID-19 pandemic) under female management as Business Model Innovation (BMI) design to the next normal Methodology: This research applies a known KSF for the author's SST proposal framework published in 2021, composed of 6 factors and 30 variables. Hence, this work is extension research, but now, from the female management point of view. The survey data was on 400 Mexican social startup CEO as survivors in the 2020 second half. Fuzzy set Qualitative Comparative Analysis (fsQCA) extracts different outcomes to get the same solution as KSF for SST under female management. Results: The entrepreneurship profile factor is considered a core condition for male and female management. However, as gender-based features, Key Performance Indicators (KPF) are absent for male management, and Strategic Analysis is absent (STA) for female management as KSF for SST. The research's main value is the female management's characterization as business model innovation design to the next normal.


Introduction
COVID-19 has provoked several calls among government, education, business, commerce, industries, and others, to face the crisis, one of them, the startups launching (CEPAL, 2020).
Despite all the above, 75 % of startups in Mexico closed their business after the second year of existence (El Financiero, 2016). The impacts of the crisis are never gender-neutral. Some findings in other research reveal that there has been a slight increase in female representation in different hierarchical positions. Other findings are that the proportion of women of directors does not depend on the number of women in lower positions; or between female representation in leadership positions and the number of women in the total workforce, there is a positive relationship. Thereby, essential implications exist for business sustainability in the medium and long term (Campos-Garcia, 2021). During the COVID-19 pandemic, data suggest that while female and male managers closed their SST permanently at the same rates, female managers in SST were more likely to have temporarily closed during the crisis and to have closed for a longer duration. When able to stay in business, female managers in SST were more likely to experience a decrease in demand for their products or services and supply of intermediate inputs than male-owned firms (Hyland et al., 2021).
They also reduced the size of their workforce more than their male counterparts and were more likely to reduce hours worked. Finally, female managers in SST suffered more profound financial distress than male-owned firms.
Nevertheless, in SST, female and male managers show similar optimism of returning to normal levels of sales or workforce for the next normal (Hyland et al., 2021). These recent studies under worldwide emergency conditions can be compared with other studies elder, pointing out no Social Impact Startups, Business Model innovation and Female Management: Lessons for the Next Normal in Mexico using fsQCA Nº 28, Vol. 14 (1), 2022. ISSN 2007-0705, pp.: 1-30 -4 -gender difference in firms' performance (Johnsen & McMahon, 2005) or with others that show gendered organizational performance. For instance, according to Shaw et al. (2009), the owned by women are less successful than those owned by men, but the companies owned by women are making relevant contributions to innovation. They are the fastest-growing groups, with wealth creation and employment among entrepreneurs' populations of all economies worldwide (Demartini, 2018). The women's companies have provided self-employed response measures to overcome the crisis hit, such as the COVID-19 pandemic and the next normal phenomena, individual economies, and negative impacts (CEPAL, 2021;Reuschke et al., 2021).
The importance of this work is to recognize, determine and analyze the business model innovation (BMI) that reveals Key Success Factors (KSF) in Social Impact Startups (SST). The results are expected to represent business strategies under gender management to take advantage of how the investors, stakeholders, firms, and government drive and boost them towards the next normal. Hence, we attempt to describe the lack of literature about how to relate BMI concepts with the KSF-SST regarding gender management in the following sections.

The OECD Oslo Manual and the business model innovation concept
The last edition of Oslo Manual defines innovation as: «a new or improved product or process (or a combination thereof) that differs significantly from the unit's previous products or processes and that has been made available to potential users (product) or brought into use by the unit (process)» (OECD, 2018, p. 20).
Business processes such as the logistical, production, marketing, co-operative arrangements in use, the main products that a firm sells, today or in the future, to achieve its strategic goals and objectives are the core of a business model. It depends on the firm using a single or several business models simultaneously (i.e., in different product lines or markets). The successful business models combine a method for better meeting the needs of users relative to what competitors can deliver and a profit formula for earning income from delivering utility to customers, according to the innovation management literature (OECD, 2018, par. 3.52). There are three types of comprehensive Business Model Innovations (BMI) in existing firms:

1.
A firm that extends its business including definitely new types of products and markets requiring new business processes to deliver.

2.
A firm that ceased its previous activities and entering into new types of products and markets requiring new business processes.

3.
A firm that changed the business model for its existing products (i.e., the firm switched to a digital model with new business processes for production and delivery and the product changed from a tangible good to a knowledge-capturing service) (OECD, 2018, par. 3.54).
In this research has been considered the adoption of those 3 BMI concepts and is aimed at the SST that supports the goals emitted by United Nations (UN, 2015): «[…] it relates to changes in a firm's core business processes as well as in the main products that it sells, currently or in the future» (OECD, 2018, p. 242).  (Hillenbrand, 2020).

The social impact startup in Mexico
Sadly, the COVID-19 pandemic was the main reason for the loss of 12.5 million jobs in Mexico (El Financiero, 2020). However, several new SST has reacted quickly, with innovative attitude and flexibility to the pandemic in digital education, health and medical services and goods (OECD, 2020). The shift from the automation and digitization revolution to the next normal has triggered and accelerated (39 % to 58 % of work worldwide) by the COVID-19 pandemic and the next normal (Ellingrud et al., 2020).

The female role management at SST
Men mainly use the indicators of financial performance to measure success (Moore & Buttner 1997). Differences in performance perception could explain entrepreneurial motivation differences (Pardo-del-Val, 2010) based on gender differences (Dafna, 2008). The entrepreneurial idea itself could be one of the main stimuli for many female entrepreneurs, not the economic achievement (Dhaliwal, 2009). Regarding personal goals, female entrepreneurs have higher evaluations of personal achievement, self-challenge, and personal vision than men. On the opposite, men rated higher both financial security and building great wealth and confidence (Shaw et al., 2009).
Despite all the above, some studies point out no gender difference in firms' performance (Johnsen & McMahon, 2005); other studies show that is gendered organizational performance. For instance, according to Shaw et al. (2009), the owned by women are less successful than owned by men.
The companies owned by women are making relevant contributions to innovation. They are the fastest-growing groups, with wealth creation and employment among entrepreneurs' populations of all economies worldwide (Demartini, 2018). The women's companies have provided self-employed response measures to overcome the crisis-hit, such as the COVID-19 pandemic and the next normal phenomena, individual economies, and negative impacts.
On another side, the financial performance indicators are mainly used by men to measure success (Moore & Buttner, 1997 (Shaw et al., 2009).
However, it is not unanimously accepted the relationship between differences in gender and performance (Aldás-Manzano et al., 2012). Women-owned businesses are not more likely to fail than men; moreover, they are even as successful. Stubborn, aggressive, self-confident, independent, and other stereotyped male behaviors, coupled with the masculinity of entrepreneurship, have brought severe difficulties to women who wish to engage in entrepreneurial activities (Ahl, 2002). Constant comparison eventually becomes a trap. Researchers and society often ignore the diversity and complexity of female entrepreneurs, and women become «victims of male norms» (Billing, 2011, p. 1).
In the traditional view of women's inferiority complex in entrepreneurship, other studies have challenged pointing out that women's and men's companies will not show significant performance differences under the same initial resources (Johnsen & McMahon, 2005).
There are still gender gaps and income disparities in most societies; for instance, the management experience related to the businesses tends to be less in women (Coughlin & Thomas, 2002). According to the empirical evidence, female managers spend more time on social goals and pay less for economic goals than men (Jennings & Brush, 2013).
Women have advantages in several management functions, which will lead to higher performance (Aldás-Manzano et al., 2012). Other empirical studies show no significant difference in performance between female and male entrepreneurs, with management performance and attitudes corresponding in many features (Menzies et al., 2004).
By giving greater diversity, not only in terms of gender but also in terms of «products, processes, organizational forms, and target markets» increasing female entrepreneurs' level can improve the quality of entrepreneurs (Verheul et al., 2006). The existence of female entrepreneurs and their firms achieve social goals benefits in regional communities (Hanson, 2009). However, if the SST ecosystem fails to activate the male and female workforce successfully, they may not be able to reach their full potential. More and more governments adopt direct public policies to stimulate entrepreneurial activities in regional or metropolitan areas (Vogel, 2013). The main reason is that these areas can promote entrepreneurial societies' creation (Hechavarria & Ingram, 2014 The COVID-outcomes are systematically better in countries led by female management, and, to some extent, this may be explained by the proactive and coordinated policy responses adopted by them (Garikipati & Kambhampati, 2020). There is considerable evidence that COVID-19 has an uneven effect on women and diverse groups; however, female management in SST is more likely to be found in services industries than in manufacturing or technology. These sectors are bearing the brunt of disruption even they tend to be smaller, with fewer employees and less likely to be incorporated, because they tend to become self-employed (WEKH, 2020). Several actions are suggested to policymakers to stimulate the growth of female management in SST, based more on solving their financial issues (ITC, 2020). Counseling women on the implications of sector choice during the initial SST phase may improve women's business outcomes in the medium term (GIL, 2021).

The final conceptual framework proposal of KSF for SST
This work extends the Mejía-Trejo (2021a)  The BMI here follows the OECD definitions as: They can have substantial effects on supply chains and economical production, transforming markets and potentially creating new ones. They can influence how a firm creates utility for users (product innovation) and how products are produced, brought to market, or priced (business process innovations) (2018, par. 3.53).
The six constructs' set produces the main outcome reason for our interest, the KSF for SST. Five constructs are the causal conditions (underlying factors) aligned to predict the outcome. These five Second. The fuzzy set Qualitative Comparative Analysis with fsQCA 3.0 software was used to determine and analyse different combination solutions, and it is described briefly as follows: A) Necessary and sufficiency condition analyses. The fsQCA combines qualitative comparative analysis (QCA) with fuzzy sets and logic principles (Ragin, 2008). We applied the fsQCA 3.0 program, which recognizes the pattern of elements that led to the selected result (Mejía-Trejo, 2020). Since this technique produces multiple configurations (solutions), it contains «sufficient» and «necessary» conditions (may exist or not in the solution) that can be marked by their existence, nonexistence, or «irrelevant» conditions. A threshold of 0.9 is required for a condition to be «necessary» (Schneider & Wagemann, 2010). The «sufficiency» in a condition is based on the «principle of causal asymmetry» which establish that «the presence of a factor may lead to a certain unique outcome, but the absence or negation of the same factor may not lead to the absence or negation of that outcome» (Ragin, 2008, p. 41).

B) Calibrating the raw data.
This means all raw data transformation of factors into fuzzy sets (values ranging from 0 to 1) (Ragin, 2008 (Ragin, 2008, p. 75).

C) Generating solutions through the truth table.
Once the calibration is successful, the fsQCA activates the fuzzy algorithm to generate a solution that is a conditions combination supported on a high quantity of cases. The directive to be consistent is «the combination leads to the outcome» Hence, a «truth-table» of rows is generated, where k represents the number of outcome predictors.
Each row represents the observations quantity in each combination. The fsQCA uses the threshold of 0.5 to identify the combinations that are acceptably supported by the cases. The «consistency» is an exhibit for each combination in truth-table. It refers to the correspondence level among the sample cases sharing a configuration or a causal condition in displaying an outcome-focused (Ragin, 2008;Fiss, 2011).
Conditions can be either present, negated, or absent without affecting the solution (Ragin, 2008).
Each combination in the solution can explain the same result in a specific amount. Each solution has its «consistency» with values higher than the recommended threshold (> 0.75), as well as the «overall solution consistency». The «consistency» shows the degree to which a subset relationship has been approximated; the «coverage» evaluates the empirical relevance of a consistent subset (Ragin, 2006;Rihoux, & Ragin, 2009). The «overall solution coverage» relates the degree to which the outcome can be determined from the existing configurations and is very similar to the R-square value reported in traditional regression analyses (Woodside, 2013). Therefore, the «overall solution coverage» indicates that the four solutions explain a considerable proportion of the outcome.
Besides, for each solution, fsQCA 3.0 calculates every solution's empirical importance by computing «raw» and «unique coverage». The «raw coverage» describes the amount of the outcome that is explained by a specific alternative solution; the «unique coverage describes the amount of the outcome that is exclusively explained by a specific alternative solution (Ragin, 2008, Mejía-Trejo, 2020Mejía-Trejo, 2021b).
The fsQCA provides three sets of «complex, parsimonious, and intermediate solutions» (Ragin, 2008, p. 144). The «complex solutions» exhibit all possible combinations of conditions, but it is hard to interpret and impractical in most cases (Mendel & Korjani, 2012

Results
The fsQCA results with fsQCA3.0 software regarding sufficiency and necessary conditions  in the Social Impact Startups (SST) with several gender-based variables, characterizing female and male management. The subtle gender-based differences point to efforts to improve female management, access to financing, digital marketing plan, patent registration, and more compromise to encourage their personnel more than the male management.
Fourth. Finally, the BMI as KSF in the SST model allows academics, professional practitioners in gender studies, and innovation activities to design business model innovation as strategies for the next normal.

Limitations and future studies
First. The SST is a source of information depending on the type of industry and sector. Not all SST (services or products) provide information under identical conditions and times due to their nature to fail. To ensure that we meet all the needs of our customers, we permanently calculate the market size by:

13
Our strategic priorities in management have been oriented towards: • Cost reduction rather than investment (in R&D, capital, etc.) • The short term rather than the long term.

•
On low-risk projects rather than projects with greater potential but that entailed higher risks.
Ibarra et al.

17
We design, implement and frequently measure as key performance indicator the relationship of our products/services innovativeness with value-added level.

18
We design, implement and frequently measure, as key performance indicator our business plan advance according to the norms and schedule.
19. Social impact by products/service s (KSI)

19
We design, implement, and frequently measure as key performance indicator the social impact of our products and services according to our business plan 20. Satisfaction of product/service level (KRI)

20
We design, implement, and frequently measure as key performance indicator the customer's satisfaction of our products and services according to our business plan 21. Customer profitability (KCP)

21
We design, implement, and frequently measure as key performance indicator : • The key tenet is to know how to proceed both in regular and in contingency times, being more competitive • Be certificated in every vital issue of work getting trust in customers and being more competitive