Territorial Stakeholder Networks and Strategic Control: A Social Impact Assessment Perspective Informed by Experiential Learning

Purpose: The study investigates whether and how territorial stakeholder networks enhance the capacity of nonprofit organizations and social enterprises to understand the mechanisms through which outcomes are generated and to reorient their strategic actions. Methodology: A qualitative field study was conducted with 14 Italian organizations through semi-structured interviews and a multi-phase analytical process. Kolb’s experiential learning cycle informed the interpretive model. Findings: Two complementary learning domains emerged: (1) the concrete experience of systemic action, shaped by interdependent relationships among multiple actors; and (2) reflective observation enabled by multiperspective information on contextual conditions and contributory mechanisms. These domains fuel abstract conceptualization and active experimentation, showing how stakeholder-generated information sustains continuous strategic learning. Practical implications: The model offers guidance for designing collaborative practices and information systems that integrate outcome-oriented evidence into strategic decision-making. Limitations: The findings derive from a single-country qualitative sample, limiting generalizability. Originality: The study reframes Social Impact Assessment as a strategic learning process, conceptualizes territorial stakeholder networks as informational infrastructures for interpreting outcome-generation, extending experiential learning theory to the social impact domain.