Can this person (people with disabilities) drive a car?
How can this person (people with disabilities) drive a car?
Howard Stevenson, Harvard Business School:
Defining the heart of entrepreneurial management as the pursuit of opportunity without regard to resources currently controlled. …do not allow their own initial resource endowments to limit their options.
Entrepreneurs are innovative, opportunity-oriented, resourceful, value-creating change agents.
社會創新事業家與創新事業家有何不同 （ What Makes Social Entrepreneurs Different? ）
1. Set out with an explicit social mission in mind.
2. Social entrepreneurs do not receive the same kind of market feedback that business entrepreneurs get. As a result, social entrepreneurs face different challenges in attracting resources and in justifying their existence.
In general, it can apply to nonprofit, for-profit, and government activity: “ A social enterprise is an organization that, through some combination of the products and services that it sells and its method of operation, generates net positive externalities and makes conscious efforts to increase the positive externalities of its business and reduce the negative externalities .”
The Skoll Foundation defines social entrepreneurs as “the change agents for society, seizing opportunities other miss, and improve systems, inventing new approaches, and creating sustainable solutions to change society for better.”
The definitions come to life in the exemplary entrepreneurs ,…
2. Social entrepreneurs almost always reside in the nonprofit sector.
3. Social entrepreneurs are almost always defined as the starting point of the change process. Most definitions and examples focus on the supply-side of entrepreneurs, while generally ignoring the demand side of entrepreneurship.
4. Social entrepreneurs are almost always seen as interested in new solutions to intractable problems. Whatever is new to an individual is not necessarily new to a field.
5. Social entrepreneurs are almost always defined as using high performance management practice such as continuous improvement, quality management, strong financial controls,… but few definitions or examples embed such practices as essential ingredients of early success.
6. Social entrepreneurs are generally seen as building programs and organizations from scratch, not as individuals who might refine an existing program or overhaul an organization.
7. Finally, most social entrepreneurs are seen as all entrepreneurial, all of the time. Few of the most visible definitions and examples of social entrepreneurs focus on individuals who might accelerate and decelerate their entrepreneurial activities over time.
Austin, J. E. 2000. “Strategic Collaboration between Nonprofits and Business.” Nonprofit and Voluntary Sector Quarterly . 20, 1(Suppl): 69-97.
Dees, Emerson, & Economy. Enterprising Nonprofits: A Toolkit for Social Entrepreneurs .
Chapter 1: Social Entrepreneurship
Chapter 2: Defining Your Mission
Chapter 3: Recognizing and Assessing New Opportunities
Light, P. C. 2006. “Searching for Social Entrepreneurs: Who They Might be, Where They Might be Found, What They do.” In Rachel Mosher-Williams (ed.), Research on Social Entrepreneurship: Understanding and Contributing to an Emerging Field . Indianapolis, IN: Association for Research on Nonprofit Organizations and Voluntary Action.
Drucker, P. 1993. Innovation and Entrepreneurship. New York: Harper Collins.