The emerging field of social entrepreneurship calls for a need for new integrated theories to contribute to the discipline and help grow the field. Social Entrepreneurship has been a topic of academic interest for the past few decades; however, there has been little scholarly output in mainstream journals (Short, Moss, & Lumpkin 2009). Social entrepreneurship is commonly defined as “entrepreneurial activity with an embedded social purpose” (Austin et al. 2006). Social entrepreneurs play a role of change agents in society by adopting missions to create and sustain social value. They recognize and pursue new opportunities to serve the particular mission at hand. Social entrepreneurs engage in a process of continuous innovation, adaption and learning. With these components, social entrepreneurs are able to act without being limited by current resources. They are accountable to the constituencies served and for outcomes created as a result of their actions (Dees, 1998).
Although social entrepreneurs usually start rather small their initiatives often have global relevance, issues such as unemployment, incarceration, disease, small business creation, access to clean water, renewable energy, waste management etc. These issues and needs usually arise within a disenfranchised sector of society, and they are the drivers of social entrepreneurship. The desires or needs of the disadvantage segment of society are defined in the literature as a positive externalities. Positive externalities are situations when the potential for value capture is lower than the potential for value creation because the benefits of society outweigh the benefits that could possibly be accrued by the organization or entrepreneur (Santos, 2012). Social entrep...
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...Journal of Business Ethics: Volume 111, Issue 3, Pages 335-351.
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Social entrepreneurship rests on a sound business strategy as Belle Meade operates similarly to a for-profit organization. Resurrecting wine production and sales provided self-sufficiency and revenue
The intensive competition will lead companies to move in a global direction to increase revenue. However, every company strives to initiate and or create a competitive advantage in regards to their goods and services or whatever the company is offering. Core competencies are what lead companies to form a joint venture, partnerships, alliance, and cooperative strategies. Per (Michael & Hitt, 2017) “because firms reallocated and have similar needs, it’s easier for them to jointly work together, for example, United States alliance between Ford and General Motors in developing upgraded nine and ten-speed transmission.” By combining the companies, it turns out to be a complementary asset and enhances the quality of the products. For
Another figure in the social business movement is MD. Tarifur Rahman Khan. He states that many countries suffer from various social problems and that a social business model is more effective for solving various social problems. The social business model mainly works for solving existing problems of the society under the business structure (Khan, 2014).
Wronka, M. (2013). Analyzing the Success of Social Enterprises - Critical Success Factors Perspective. In Active Citizenship by Management. Zadar,
Strategic alliances are sometimes used by partners to build competitive advantages against each other, or might even make one partners stronger than the other that will manage to take more market share from him.
For example, a company may believe that they have social responsibility to provide organic products to consumers, which will impact the cost to make the product and the funds needed for the company’s sustainability. This could lead to issue number one, “will consumers pay a “CSR premium for a product?” (Werther, Chandler 2001, p. 190). The second issue that is presented as it relates to social entrepreneurship is: how can a company continue with their mission and operating practices once the founder is no longer there or ownership in taken by a leader whose motivation is profit specific vs. social
Government support for social economy entities is recognized in European Union, Brazil and Argentina. While in countries of Africa and Asia support is built by the citizens forums and networks on sustainable development and by United Nations agencies. Among policy themes on social enterprises are: improving access to financial resources; research for increasing understanding and visibility; capacity building; ac¬cess to public procurement.
Weerawardena, J., & Sullivan Mort, G. (2001). Learning, innovation and competitive advantage in not-for-profit aged care marketing: A conceptual model and research propositions. Journal of Nonprofit & Public Sector Marketing, 9(3): 53–73. cited in Investigating social entrepreneurship:A multidimensional model, Journal of World Business 41 (2006) 21–35, Elsevier,
Seelos, Christian and Johanna Mair (2012). “What Determines the Capacity for Continuous Innovation in Social Sector Organizations?” Stanford Center on Philanthropy and Civil Society
Entrepreneurship for social change: Is the U.S. doing enough to encourage and support sustainable social innovation?
From an idealistic point of view, ecopreneurs aim to construct business ideas that both solve social and environmental challenges, and realize market success (cf. Schaltegger in: Gibbs 2006, 72). In other words, ecopreneurs are “those business innovators who have a green business orientation and take on a business model that reflects the embeddedness of environmental and social justice” (Affolderback and Krueger 2016, 2). Often, ecopreneurs start with an ideal about sustainability and create wider social and economic influence through entrepreneurship. Therefore, while humane forms of entrepreneurialism start from a capitalist ideology and add “green” marks, ecopreneurs start from a sustainability ideology and add entrepreneurial marks to generate wider impact. As a result, idealistic values about sustainability are often transformed into entrepreneurial values. This form of entrepreneurship can create new forms of
I would begin by offering solutions in my field before reaching out to problems outside my proverbial ‘box’. I am working on developing an online lab management platform. Initially it would be offered as an app enabling researchers to manage lab inventory and consolidate ordering. Gradually, the platform will transition into a cloud-based service with new bioinformatics tools to make record keeping, analyzing and sharing of the data more streamlined. Once I have sharpened my skills and built a multi-disciplinary network through these experiences, my social venture will begin - a company that would aim to improve the living conditions of suburban-rural areas surrounding my city Kolkata, India. In the beginning, the company would focus on agricultural development by creating end-to-end recycling systems collecting reusable water for agriculture and on environmental sustainability by providing an economic incentive to individuals to recycle reusable materials and offering cheaper recycled goods to local establishments. If successful, the company would venture into developing solutions for other social problems by implementing a similar philosophy of integrating social and commercial
In fact failure to enter into strategic alliances can transfer competitive advantage to rival firms. The complementary assets framework of Teece (1986) analyses the predicament of many firms which despite being the first to commercialize a new product or process in the market fail to extract economic benefits as they lose out to competitors and imitators who end up profiting up more than the first firm that commercialized the innovation.
Organisational change can arise due to a change in strategy and this begins with examining capabilities and the internal environment. This is portrayed in the Strategy diamond. Firstly through arenas the organisation can plan where they will be active in and which part to place most emphasis on for example technologies or value creation strategies. Only after determining this can they implement a positive change, leading to the next element, vehicles to get them where they need to be such as alliances. This can lead to change in management along with strategic partnerships, and the way managers transition to this change will determine if the strategy impacts on the overall organisation in a way that reinforces its purpose and goals. Partnerships indicate how an organisation can strengthen its capabilities by merging with businesses who possess the skills they lack. (Carpenter et al. 2010)
Social entrepreneurs are individuals with innovative solutions to society’s most pressing social problems. Rather than leaving societal needs to the government or business sectors, social entrepreneurs find what is not working and solve the problem by changing the system, spreading the solution, and persuading entire societies to move in different directions. ust as entrepreneurs change the face of business, social entrepreneurs act as the change agents for society, seizing opportunities others miss to improve systems, invent new approaches, and create solutions to change society for the better. While a business entrepreneur might create entirely new industries, a social entrepreneur develops innovative solutions to social problems and then implements them on a large scale.