The document discusses the concepts of social entrepreneurship and entrepreneurship, including examples like Grameen Bank and the process of recognizing social opportunities, developing concepts, acquiring resources, launching ventures, and achieving goals. It also examines characteristics of social entrepreneurs and common myths about social entrepreneurship.
This is the Social Innovation Research Group's (SIRG) fourth newsletter with content by Wendy Pan, Reza Mirza, Melinda Jacobs and Remi Kanji. Design by Reza Mirza.
SIRG is mapping social innovation entities in Taiwan by interviewing organizations, entrepreneurs and thought leaders to identify factors for success and to create models for innovation.
Our work is funded by the University of Toronto and The Munk School of Global Affairs. We work closely with the Canadian Trade Office in Taipei and The Global Innovation Group at The University of Toronto, a partnership among top researchers in health, business and politics to change the world.
This is the Social Innovation Research Group's (SIRG) fourth newsletter with content by Wendy Pan, Reza Mirza, Melinda Jacobs and Remi Kanji. Design by Reza Mirza.
SIRG is mapping social innovation entities in Taiwan by interviewing organizations, entrepreneurs and thought leaders to identify factors for success and to create models for innovation.
Our work is funded by the University of Toronto and The Munk School of Global Affairs. We work closely with the Canadian Trade Office in Taipei and The Global Innovation Group at The University of Toronto, a partnership among top researchers in health, business and politics to change the world.
After our extremely successful symposium in February on Pathways and Barriers to Success in Social Enterprise. SIRG brought together Taiwan's thought leaders and social enterprise community to identify how to move forward. SIRG has released its White Papers based on our fruitful discussions. Check it out: http://sirgtaiwan.files.wordpress.com/2012/09/sirg-whitepapers-2013-symposium.pdf
This is the Social Innovation Research Group's (SIRG) sixth newsletter with content by Wendy Pan, Reza Mirza, Melinda Jacobs and Remi Kanji. Design by Reza Mirza.
SIRG is mapping social innovation entities in Taiwan by interviewing organizations, entrepreneurs and thought leaders to identify factors for success and to create models for innovation.
Our work is funded by the University of Toronto and The Munk School of Global Affairs. We work closely with the Canadian Trade Office in Taipei and The Global Innovation Group at The University of Toronto, a partnership among top researchers in health, business and politics to change the world.
This is the Social Innovation Research Group's (SIRG) third newsletter with content by Wendy Pan, Reza Mirza, Remi Kanji and Melinda Jacobs. Design by Reza Mirza.
SIRG is mapping social innovation entities in Taiwan by interviewing organizations, entrepreneurs and thought leaders to identify factors for success and to create models for innovation.
Our work is funded by the University of Toronto and The Munk School of Global Affairs. We work closely with the Canadian Trade Office in Taipei and The Global Innovation Group at The University of Toronto, a partnership among top researchers in health, business and politics to change the world.
This is the Social Innovation Research Group's (SIRG) fourth newsletter with content by Wendy Pan, Reza Mirza, Melinda Jacobs and Remi Kanji. Design by Reza Mirza.
SIRG is mapping social innovation entities in Taiwan by interviewing organizations, entrepreneurs and thought leaders to identify factors for success and to create models for innovation.
Our work is funded by the University of Toronto and The Munk School of Global Affairs. We work closely with the Canadian Trade Office in Taipei and The Global Innovation Group at The University of Toronto, a partnership among top researchers in health, business and politics to change the world.
This is the Social Innovation Research Group's (SIRG) fourth newsletter with content by Wendy Pan, Reza Mirza, Melinda Jacobs and Remi Kanji. Design by Reza Mirza.
SIRG is mapping social innovation entities in Taiwan by interviewing organizations, entrepreneurs and thought leaders to identify factors for success and to create models for innovation.
Our work is funded by the University of Toronto and The Munk School of Global Affairs. We work closely with the Canadian Trade Office in Taipei and The Global Innovation Group at The University of Toronto, a partnership among top researchers in health, business and politics to change the world.
After our extremely successful symposium in February on Pathways and Barriers to Success in Social Enterprise. SIRG brought together Taiwan's thought leaders and social enterprise community to identify how to move forward. SIRG has released its White Papers based on our fruitful discussions. Check it out: http://sirgtaiwan.files.wordpress.com/2012/09/sirg-whitepapers-2013-symposium.pdf
This is the Social Innovation Research Group's (SIRG) sixth newsletter with content by Wendy Pan, Reza Mirza, Melinda Jacobs and Remi Kanji. Design by Reza Mirza.
SIRG is mapping social innovation entities in Taiwan by interviewing organizations, entrepreneurs and thought leaders to identify factors for success and to create models for innovation.
Our work is funded by the University of Toronto and The Munk School of Global Affairs. We work closely with the Canadian Trade Office in Taipei and The Global Innovation Group at The University of Toronto, a partnership among top researchers in health, business and politics to change the world.
This is the Social Innovation Research Group's (SIRG) third newsletter with content by Wendy Pan, Reza Mirza, Remi Kanji and Melinda Jacobs. Design by Reza Mirza.
SIRG is mapping social innovation entities in Taiwan by interviewing organizations, entrepreneurs and thought leaders to identify factors for success and to create models for innovation.
Our work is funded by the University of Toronto and The Munk School of Global Affairs. We work closely with the Canadian Trade Office in Taipei and The Global Innovation Group at The University of Toronto, a partnership among top researchers in health, business and politics to change the world.
What is social enterprise nccu cedi presentationJeff Stern
This is a presentation on social enterprise for nonprofits, to be given April 9th at "Marketing Strategies: Tools for Nonprofits and Social Enterprises," a free half-day workshop hosted by The NCCU Community Economic Development Initiative. Registration is free and more info is available at http://nccunonprofit.org/about.html
What is "Social" in Social Entrepreneurship?Gabrielle Lyon
Presentation for Kellogg University KIEI 452 Fall 2014 "Social Entrepreneurship: Designing for Social Change." Week 3 presentation. See Lyonteaching.wordpress.com for more information.
The presentation gives a brief description of what is social entrepreneurship, then describes 5 major socio-economic problems prevalent in India with the ideas about how to combat them rather than leaving societal needs to govt. These ideas were devised by social entrepreneurs.
Shared Value and Sustainable EntrepreneurshipEdward Erasmus
Slides of my guest lecture during the kick-off event for the project of Sustainable Entrepreneurship (3rd year students of the Faculty of Accounting, Finance and Marketing, University of Aruba)
Mindset, Social Entrepreneurship, Culture and SustainabilityYutakaTanabe
6th EMES International Research Conference on Social Enterprise 2017
the Université Catholique de Louvain (Louvain-la-Neuve, Belgium)
Session: F06 Profiles and trajectories of social enterprise leaders
This presentation is all about what is social entrepreneurship and how a social entrepreneur should be and what are the qualities he should have and why are they important for him. And what is the difference between an normal entrepreneur and an social entrepreneur. And what are the problems faced by an social entrepreneur. And who are the most famous social entrepreneurs.
A conceptual study of social entrepreneurshipdeshwal852
Social entrepreneurship is a unique entrepreneurship which is totally driven by the societal problems. Business entrepreneurship focuses on wealth creation and is of interest because of its potential to fuel economic development whereas social entrepreneurship focuses on ‘making the world a better place’ and creating social capital. Social entrepreneurs are driven by an ethical obligation and desire to improve their communities and societies. In this back drop an attempt is made to highlight the importance, ethics and preparation of young social entrepreneurs. All the relevant data was collected
through review of available literature.
What is social enterprise nccu cedi presentationJeff Stern
This is a presentation on social enterprise for nonprofits, to be given April 9th at "Marketing Strategies: Tools for Nonprofits and Social Enterprises," a free half-day workshop hosted by The NCCU Community Economic Development Initiative. Registration is free and more info is available at http://nccunonprofit.org/about.html
What is "Social" in Social Entrepreneurship?Gabrielle Lyon
Presentation for Kellogg University KIEI 452 Fall 2014 "Social Entrepreneurship: Designing for Social Change." Week 3 presentation. See Lyonteaching.wordpress.com for more information.
The presentation gives a brief description of what is social entrepreneurship, then describes 5 major socio-economic problems prevalent in India with the ideas about how to combat them rather than leaving societal needs to govt. These ideas were devised by social entrepreneurs.
Shared Value and Sustainable EntrepreneurshipEdward Erasmus
Slides of my guest lecture during the kick-off event for the project of Sustainable Entrepreneurship (3rd year students of the Faculty of Accounting, Finance and Marketing, University of Aruba)
Mindset, Social Entrepreneurship, Culture and SustainabilityYutakaTanabe
6th EMES International Research Conference on Social Enterprise 2017
the Université Catholique de Louvain (Louvain-la-Neuve, Belgium)
Session: F06 Profiles and trajectories of social enterprise leaders
This presentation is all about what is social entrepreneurship and how a social entrepreneur should be and what are the qualities he should have and why are they important for him. And what is the difference between an normal entrepreneur and an social entrepreneur. And what are the problems faced by an social entrepreneur. And who are the most famous social entrepreneurs.
A conceptual study of social entrepreneurshipdeshwal852
Social entrepreneurship is a unique entrepreneurship which is totally driven by the societal problems. Business entrepreneurship focuses on wealth creation and is of interest because of its potential to fuel economic development whereas social entrepreneurship focuses on ‘making the world a better place’ and creating social capital. Social entrepreneurs are driven by an ethical obligation and desire to improve their communities and societies. In this back drop an attempt is made to highlight the importance, ethics and preparation of young social entrepreneurs. All the relevant data was collected
through review of available literature.
This presentation was prepared within framework of the training course ''Change Laboratory'' and it served as an introduction to the concept and content of the training course and a framework guiding work of group and trainers.
"Change Laboratory'' is a platform where 29 young third sector representatives from Latvia, Poland, Portugal, Estonia, Slovakia, Lithuania, Slovenia, Czech Republic, Hungary, Sweden, Greece and Romania will carry out a collaborative learning activity by questioning current ways of thinking, analyzing and modeling social entrepreneurship ventures, and conducting thought and action experiments concerning possible changes in their communities.
Main aim of this project is to promote active participation of young people and to contribute to developing the capabilities of civil society organizations in the youth field through gathering knowledge in social entrepreneurship area and through development of competencies essential for initiation of social entrepreneurship activities by non-governmental non-profit organizations.
Encouraging self-initiative and developing the capability to analyze obstacles and opportunities within a social sector and to identify potential strategies to effect change are other important objectives of the project.
Program is based on the experiential learning model and focuses on developing independent mind habits, entrepreneurship and leadership skills, on building understanding of creativity and innovations to meet genuine community needs and gain enhanced sense of responsibility to the communities in which we live.
The first part of the course will introduce the participants to the concept of social entrepreneurship and its various applications across sectors and organizational forms. Furthermore it examines the success factors and conditions of setting up social enterprise.
Through the program participants are expected to create a community project with potential to stimulate transformations and improvements in their chosen area, whether that is education, health care, economic development, environment, arts or any other social field - participants will develop plans for local or international social entrepreneurship entities or innovative projects, partnerships or other arrangements that would have a positive impact on social outcomes.
Project takes place in three stages. Within first stage from 01.09.2011 to 21.10.2011 participants are completing several home tasks. From 22.10.2011 to 31.10.2011 all the group will meet in Riga, Latvia, and develop their competencies in social entrepreneurship within the framework of the training course ''Change Laboratory''. From 01.11.2011 to 31.01.2012 follow-up activities will be carried out along with evaluation.
This project has been funded with support from the European Commission. This page reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein.
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3. Grameen : Empowering
People. Changing Lives.
His observations in a village in 1974:
Craftspeople were skilled, but returns to those
skills were limited by credit availability
The opportunity he saw: Micro-loans, with no
collateral and low interest. This would boost the
return to craftspeople
The results: Very high loan repayment; Creation
of the Grameen Bank; Nationwide adoption
The recognition: Professor Yunus won the 2006
Nobel Peace Prize.
Grameen is a famous model of SOCIAL
ENTREPRENEURSHIP (“SE”)
2-3
4. Persistent SE concepts
SE addresses social problems or needs
not met by private markets or
government
Innovative solutions, unmet needs, private
action
SE is motivated primarily by social
benefit
Social mission + entrepreneurial behavior
SE generally works with market forces
Combining social purpose with financial
sustainability
2- 4
5. Process steps in
entrepreneurship (1)
Social entrepreneurs recognize
opportunities to create social value
Seeing opportunity where others see only
threats and tragedies
Addressing present or latent demand
Opportunity leads an enterprise
concept
Identify new products or markets
Identify and define desired social rewards
and how they are to be measured
2-5
6. Process steps in
entrepreneurship (2)
Resource needs are determined and
necessary resources acquired
Financial resources, human resources
(labour), and human capital (expertise)
Launch and grow the social venture
Follow a strategy tied to metrics of
success
Goal attainment and beyond
What to do after success is attained
Shut down, redefine service, continue, or
merge
Figure 1.1 portrays this process
2- 6
7. Figure 1.1 The process of Social
Entrepreneurship
Opportunity recognition
• Social problems
• Unmet needs
Concept development
• Identification of social
rewards
• New products or markets
Resource determination and acquisition
• Financial resources
• Human resources
• Human capital
Launch and venture growth
• Measurement of returns
• Expansion and change
Goal attainment
• Succeed in mission and shut down
• Succeed in mission and find new
opportunity
• Attain a stable service equilibrium
• Integrate into another venture
2- 7
8. The landscape of SE
Significant growth of the nonprofit
sector
3% annual growth in number of nonprofits
from 1996 to 2004
Growth is higher in public charities and
private foundations than for nonprofits in
general
Figure 1.2 portrays this growth
2-8
9. Figure 1.2 Social Venture Growth
1996 - 2004
8%
7%
Average annual growth rate, 1996-2004
7%
6% 6%
5%
4%
3%
3%
2%
1%
0%
All nonprofits Public charities Private foundations
2-9
10. Categories of social
venture/SE
1. Start a new product or service
2. Expand an existing product or service
3. Expand an existing activity for a new group
of people
4. Expand an existing activity to a new
geographic area
5. Acquire an existing business
6. Partner or merge with an existing business
Source: Brinckerhoff, Peter C. (2000). Social Entrepreneurship: The Arts of Mission-Based Venture
Development. New York: Wiley, pp. 16-21
2 - 10
11. Explaining entrepreneurship
(1)
Environment
Entrepreneurship is stimulated by a
conducive environment
Resources
Resource availability (financial, human
resources, human capital) stimulates
entrepreneurship
Perturbation
Entrepreneurship occurs when people are
displaced from their routines
2 - 11
12. Explaining entrepreneurship
(2)
Personal traits
Entrepreneurship occurs because of
entrepreneurial personalities and types
Preparation
Entrepreneurship can be taught and
learned through education and experience
2 - 12
13. Applying entrepreneurship
theory to SE
These theories apply very well to SE
Environment, resources and
perturbation are primarily external
forces
Personal traits and preparation are
primarily internal forces
This theory helps to explain SE, predict
where it will occur, and suggest how to
increase it
Figure 1.3 portrays these forces
2 - 13
14. Figure 1.3 The forces on social
entrepreneurship
External forces
Environmental factors Perturbation of the environment
• Social climate conducive to social
entrepreneurship
Availability of financial and • Political change
nonfinancial resources • Cultural change
• Political climate that facilitates
• Economic change
social innovation
Social entrepreneurship
process begins
Entrepreneurial Preparation to exploit
personality traits opportunities
• Education
• Experience
Internal forces
2 - 14
15. Characteristics of social
entrepreneurs
Dees (2001): “Change agents in the
social sector,” characterized by …
Mission orientation
Pursuing opportunities
Continuous innovation, adaptation,
learning
Bold action regardless of resource limits
Heightened accountability to constituents
Various potential impacts of
demographics, gender, personal
experience
But do these innate traits explain SE?
2 - 15
16. Psychological characteristics of
entrepreneurs
Innovativeness
Achievement orientation
Independence
Sense of control over destiny
Low aversion to risk (i.e., willing to accept
risk)
Tolerance for ambiguity
For social entrepreneurs, community
orientation and social concern are important
psychological characteristics
2 - 16
17. Figure 1.4 The characteristics of
a social entrepreneur
Innate characteristics
Education and experience
Innovativeness
Entrepreneurial
Achievement orientation
orientation
Socially-entrepreneurial
Independence
orientation
Sense of control over destiny Community awareness
And social concern
Low risk aversion
Tolerance for ambiguity
2 - 17
18. Social entrepreneurs as …
Leaders
Shape a vision that change public
attitudes
Have significant personal credibility
Generate commitment in terms of values
to achieve collective purpose
Personalities
Achievers
Super-salesman
Real Manager
Expert idea generator
2- 18
19. Myths about SE (1)
Social entrepreneurs are against
business
Many social entrepreneurs come from
business and have succeeded in business
The difference between commercial
and social entrepreneurship is greed
Assumes that all commercial
entrepreneurs are greedy, and that none
are philanthropic
2- 19
20. Myths about SE (2)
Social entrepreneurs run nonprofits.
Some do, some don’t – many legal forms
support SE
Social entrepreneurs are born, not made
Implies no role at all for nurture, that only
innate traits determine who does what
Myths for which there is no evidence
Social entrepreneurs are misfits
Social entrepreneurs usually fail
Social entrepreneurs love risk
2 - 20
21. One Peace at a Time
http://www.youtube.com/watch?v=Z4UfvjMLwaA
Video
by
The Nobelity Project
1 - 21
28. Further Reading
Scarborough, Norman, M. 2011. Essentials of
Entrepreneurship and Small Business
Management. 6th edition. Pearson.
Brooks, Arthur C. (2006) Social Entrepreneurship :
A Modern Approach to Social Value Creation.
Pearson
Barringer, Bruce R. & Ireland, R. Duane, 2011
Entrepreneurship – Successfully launching new
ventures 4th edition, Pearson.
Schaper, M., Volery, T., Weber, P. & Lewis, K. 2011.
Entrepreneurship and Small Business. 3rd Asia
Pacific edition. John Wiley.
Editor's Notes
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