This document provides an overview of B Corps and the new economy movement. It begins with definitions of key concepts like the blue economy, triple bottom line, and sustainability. It then discusses the researcher's positionality and experience in sustainability.
The research question is presented as how business structures can evolve to create a more sustainable economy. Interviews with 50 B Corp leaders will be conducted using constructivist grounded theory.
Key findings from the interviews include an end goal of making B Corps unnecessary by changing business generally, imbuing the economy with values like integrity and diversity, and putting people first. The theory developed proposes goals of interconnecting markets through collaboration, using values to direct profit for people, planet and profit, and cult
We conducted a national study among almost 400 social entrepreneurs who helped us identify four pillars of successful ecosystems. Social entrepreneurs: find out which ecosystem is right for you, and which pillars are most important for your venture. Funders: learn how you can better support meaningful, measurable social change. Government officials: discover how you can create a thriving ecosystem for purpose-driven business and job creation.
This document provides an introduction to social entrepreneurship in Australia. It discusses how the welfare state is under pressure and in need of innovation to address social problems more effectively. Social entrepreneurs can be an important source of this innovation by targeting underserved markets and creating large-scale, ethical solutions. The field of social entrepreneurship is growing in Australia, with more funding and support mechanisms emerging, including social finance, impact metrics, and collaboration between sectors. Opportunities exist in developing new education models, engaging citizens in policymaking, and bringing more product-driven social ventures to scale.
In a post-capitalist society:
1) Knowledge, not capital, labor or land, is the primary factor of production.
2) Employees own the means and tools of production. Society shifts from hierarchies to networks of knowledge specialists.
3) Politics evolves from nation-states to plural, transnational systems as information and capital flow freely across borders. Regions and local communities gain importance.
This document discusses social entrepreneurship from a global perspective. It begins by defining social entrepreneurship as applying entrepreneurial principles to address social problems, with the goal of creating social value rather than profit. The document then examines what makes social entrepreneurship entrepreneurial, noting key elements like recognizing opportunities, innovation, risk-taking, and resourcefulness. It also explores what makes social entrepreneurship social, and whether social enterprises can be for-profit. The document argues that profit-seeking does not necessarily disqualify an enterprise from being considered social entrepreneurship, as long as the primary goal remains social value creation.
The document discusses corporate social responsibility across three parts. Part one analyzes whether capitalism can lead to human happiness. Both the advantages of private ownership and competition are discussed, as well as the potential disadvantages. Part two examines the issue of managing risks associated with derivatives. The final part discusses whether price gouging should be regulated, outlining arguments on both sides of the issue. Overall, the document provides a nuanced look at different aspects of corporate social responsibility and considers arguments from multiple perspectives.
This document introduces the concept of Economic Design Thinking, which is a mindset that views projects with high social value as having long-term returns on investment for society. It argues that this mindset can unlock funding to accelerate projects that improve education, health, and communities. Examples from Pittsburgh like its free subway system and urban bike program are provided. The document advocates spreading this mindset to inspire collaborative solutions and measure societal impacts, in order to make funding social projects on a large scale seem possible.
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.
We conducted a national study among almost 400 social entrepreneurs who helped us identify four pillars of successful ecosystems. Social entrepreneurs: find out which ecosystem is right for you, and which pillars are most important for your venture. Funders: learn how you can better support meaningful, measurable social change. Government officials: discover how you can create a thriving ecosystem for purpose-driven business and job creation.
This document provides an introduction to social entrepreneurship in Australia. It discusses how the welfare state is under pressure and in need of innovation to address social problems more effectively. Social entrepreneurs can be an important source of this innovation by targeting underserved markets and creating large-scale, ethical solutions. The field of social entrepreneurship is growing in Australia, with more funding and support mechanisms emerging, including social finance, impact metrics, and collaboration between sectors. Opportunities exist in developing new education models, engaging citizens in policymaking, and bringing more product-driven social ventures to scale.
In a post-capitalist society:
1) Knowledge, not capital, labor or land, is the primary factor of production.
2) Employees own the means and tools of production. Society shifts from hierarchies to networks of knowledge specialists.
3) Politics evolves from nation-states to plural, transnational systems as information and capital flow freely across borders. Regions and local communities gain importance.
This document discusses social entrepreneurship from a global perspective. It begins by defining social entrepreneurship as applying entrepreneurial principles to address social problems, with the goal of creating social value rather than profit. The document then examines what makes social entrepreneurship entrepreneurial, noting key elements like recognizing opportunities, innovation, risk-taking, and resourcefulness. It also explores what makes social entrepreneurship social, and whether social enterprises can be for-profit. The document argues that profit-seeking does not necessarily disqualify an enterprise from being considered social entrepreneurship, as long as the primary goal remains social value creation.
The document discusses corporate social responsibility across three parts. Part one analyzes whether capitalism can lead to human happiness. Both the advantages of private ownership and competition are discussed, as well as the potential disadvantages. Part two examines the issue of managing risks associated with derivatives. The final part discusses whether price gouging should be regulated, outlining arguments on both sides of the issue. Overall, the document provides a nuanced look at different aspects of corporate social responsibility and considers arguments from multiple perspectives.
This document introduces the concept of Economic Design Thinking, which is a mindset that views projects with high social value as having long-term returns on investment for society. It argues that this mindset can unlock funding to accelerate projects that improve education, health, and communities. Examples from Pittsburgh like its free subway system and urban bike program are provided. The document advocates spreading this mindset to inspire collaborative solutions and measure societal impacts, in order to make funding social projects on a large scale seem possible.
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.
This document discusses the rise of the "impact economy", which is characterized by organizations consciously seeking to create social and environmental value in addition to financial returns. It argues that we are moving beyond models of corporate social responsibility and into an impact economy where shared value is integrated into business models. The impact economy will be marked by organizations that consider their impact on all stakeholders and seek sustainable outcomes for communities, employees, and the environment in a way that is also financially profitable. It suggests we are poised for an economic shift on par with previous transitions like the industrial revolution.
This research examines the intrinsic and extrinsic motivations that drive social entrepreneurs. The study aims to fill a gap in understanding social entrepreneur motivation by exploring what internal and external factors motivate people to start social enterprises. Social entrepreneurs are important as they use business methods to address social and environmental issues. The research will analyze motivations like esteem, autonomy, and social recognition to gain insights that can support current and future social entrepreneurs in their work to create social value.
Thomas Friedman combines narrative and case studies to illustrate how progress and technology are leading to a flattening of the world. He stresses that countries must adapt to remain competitive and suggests focusing on leadership, education, infrastructure, and policies that encourage innovation. Friedman also provides rules for companies to succeed in a flat world, such as collaborating, acting small to empower customers, and constantly self-evaluating.
The document discusses the rise of business ecosystems and their increasing importance in today's economy. Key points:
- Business ecosystems are complex communities of interacting organizations, similar to natural ecosystems. They are becoming more prevalent as digitization and connectivity break down industry boundaries.
- Large companies like Alibaba, Softbank, and Nokia explicitly see themselves as part of or building business ecosystems rather than just competing as standalone firms.
- Ecosystems allow multiple players across industries to collaborate in creating and scaling markets in new ways. They encourage both competition and cooperation toward shared goals.
- By enabling new forms of value creation through specialized contributions and resources, ecosystems address fundamental needs and societal challenges in innovative ways.
SPECIAL EVENT Social Entrepreneurship Training: Developing Community Capital ...DavidHopkins
This document outlines an upcoming social entrepreneurship workshop with three guest speakers. Part I will feature Wilford Welch discussing the root causes of the sustainability crisis and the need for a values shift. Part II will feature David Hopkins on the significance of social entrepreneurship and how it develops community capital. Part III will feature Kene Turner providing a social entrepreneurship toolkit and lessons from their work in communities. The workshop aims to provide frameworks for sustainable community development through social entrepreneurship.
Business introduction to entrepreneurshipAlpha Aviant
The document provides an introduction to entrepreneurship, discussing key concepts like entrepreneurial orientation and how entrepreneurship helps drive employment, research, self-sufficiency, and wealth. It notes the emergence of entrepreneurial culture in the Middle East due to political changes. The research aims to understand the meaning of international entrepreneurial orientation from the Middle Eastern context and examine the impact of institutions in shaping it. It reviews various theories related to entrepreneurship and discusses the qualitative research methodology that will be used.
This document summarizes a seminar paper on turbulent environments and small and medium enterprises (SMEs). It provides theoretical background on defining turbulent environments and approaches to measuring them. It then analyzes empirical cases of SMEs in different countries and levels of environmental turbulence. Key challenges for SMEs in turbulent environments are identified, such as turning turbulent events into opportunities, creating an adaptive organizational structure, transforming competencies and knowledge into success, and understanding the turbulent market. The conclusion emphasizes the importance of managerial experience and ability to perceive customer needs and market opportunities for SME adaptation in turbulent environments.
Social innovation addresses societal challenges through new solutions, relationships, and ways of thinking. It occurs at micro, meso, and macro levels to meet social needs in a more effective, efficient, and fair way than existing solutions. Social innovation is driven by new actors like social entrepreneurs and requires its own support systems given market failures around public goods. Companies can benefit from social innovation by learning, boosting reputation, and connecting to future markets while also achieving social impacts beyond what governments and non-profits can.
This dissertation defense summarizes a qualitative study exploring the experiences of gay and lesbian college student-athletes. The purpose and research question are provided. An extensive literature review covers frameworks and prior research on gender and sexual identity development as well as methodologies used. The study utilized narrative analysis and interviews with 10 participants from NAIA and NCAA schools. Key themes that emerged from the data included self-stereotyping, living undercover due to family or team policies, parental denial, views on homophobia in athletics depending on division and gender, varying levels of campus and athletic support, and implications for higher education and athletics. Recommendations are made for future research.
The document examines compliance with the Americans with Disabilities Act (ADA) at college and university athletic facilities. It analyzes facilities within 100 miles of Sioux Falls, SD using the ADA Checklist to evaluate compliance in four priority areas: approach and entrance, access to goods and services, restrooms, and additional access. Results found 56% compliance in priority 1, 47% in priority 2, 76% in priority 3, and 42% in priority 4, indicating more work is needed to fully include those with disabilities. No prior research examined ADA compliance at these athletic facilities.
This document outlines Eljee Javier's research on professional identities of visible ethnic minority, native English speaking teachers (VEM-NESTs) working in an English as a foreign language context. It discusses Javier's previous MA study where they partially revealed their linguistic and ethnic background compared to their current PhD study where they share their personal narrative with participants. The document explores reflexivity in narrative research and the extent to which researchers should disclose background information and personal experiences, considering how this impacts relationships with participants and the generation of data.
J Chiasson GU Grad Conference 2015: Negotiating a Plurilingual SelfJChiasson
Given the increase in plurilingual speakers worldwide, this qualitative case study explored how such individuals negotiate their linguistic identities and claim linguistic ownership. A narrative approach was adopted, and data were collected through a written prompt, semi-structured interview, and post-interview conversation. Results showed that the study participant negotiated her linguistic identity by shifting her point of reference as a language speaker, and that this shift enabled her to reposition herself and redefine her language skills in a positive way, as well as claim linguistic ownership. Though difficult to generalize, the broader implications of these findings are discussed.
This document summarizes a dissertation study on the perceived leadership competencies critical to quality online course design. The study aims to investigate current quality status, the relationship between quality and instructional design leadership competencies, and the effect on learners. It will use qualitative interviews and work samples from instructional designers to identify competencies and analyze online course characteristics and student evaluations. The goal is to determine which leadership competencies are most important for creating high quality online learning experiences.
Load testing of reinforced concrete bridges in the NetherlandsEva Lantsoght
As the bridge stock in The Netherlands and Europe is ageing, various methods to analyze existing bridges are being studied. Load testing of bridges is an option to study the capacity when crucial information about the structure is lacking. This information could be related to the material (for example, the effect of ASR on the capacity) as well as to the structural system (for example, the effect of restraints at the supports or transverse redistribution capacity).
When it is decided to load test a bridge, the question arises which maximum load should be attained during the experiment to approve the capacity of the bridge, and which criteria, based on the measurements during the test, would indicate that the test needs to be aborted before reaching the maximum desired load (the “stop criteria”).
A number of reinforced concrete slab bridges have been load tested over the course of the past few years. These load tests were pilot cases, in which the bridges were heavily equipped with sensors, to study the bridges’ behavior at critical positions for bending moment and shear. The test results were then extensively analyzed, and compared to the stop criteria available in the currently used codes and guidelines.
As a result of the analysis and experiments, recommendations are given for proof loading of bridges. These recommendations are important, since they will form the basis of a guideline for proof loading of existing concrete bridges that is under development in The Netherlands.
The document discusses using cell phones and mobile devices for educational purposes in the classroom. It describes several interactive activities using cell phones, such as students taking quizzes and polls on their phones. The presentation provides examples of using text messaging and multimedia messaging to engage students and provide feedback. It also discusses the benefits of mobile learning, such as assessing students' knowledge in a more engaging way and using tools that students already use regularly.
What the Shrink Can Teach the Community ManagerBen Mason
This document discusses how behavioral psychology can inform community management practices. It explains that actions are more powerful than thoughts or feelings in influencing behavior change. Some key insights from psychology that are relevant for community management include: (1) forcing small actions can help align people's thoughts and feelings, (2) focusing on motivational and ease factors like collectivism, framing, and eliminating complexity can spur behavior change, (3) modern tools allow communities to involve millions of people in small actions. The document advocates applying these behavioral insights through tactics that motivate community members and make desired actions easy.
El documento presenta cinco historias cortas que enseñan lecciones de vida importantes. La primera historia enseña la importancia de conocer el nombre de las personas, incluso aquellas que trabajan de manera menos visible. La segunda historia destaca la importancia de ayudar a otros sin esperar nada a cambio. La tercera historia enfatiza la importancia de servir a otros con respeto. La cuarta historia enseña que los obstáculos pueden presentar oportunidades. Y la quinta historia demuestra la importancia de donar para ayudar a otros, incl
How to Create Killer Emails that Make Readers Love YouJustin Premick
OK, so you're building your email list. Now what? How do you turn a group of people you've never met into a loyal following that will buy your products and spread your message? View this presentation to learn how to build powerful, profitable relationships with your subscribers from Day 1.
Investor worries often arise during periods of market volatility. Some common mistakes investors make include trying to time the market, failing to diversify their portfolio, having unrealistic expectations, and not investing systematically. The best approach is to remain calm and disciplined, and avoid making rash decisions based on fear or greed. Investing regularly through good and bad times, and maintaining a diversified portfolio appropriate for one's risk tolerance, is the strategy most likely to achieve long-term investment goals.
A chemical bond is a force that holds atoms together, causing them to function as a single unit. There are three main types of bonds: ionic bonds, polar covalent bonds, and covalent bonds. Ionic bonds form between a metal and nonmetal when electrons are transferred from one atom to the other, creating oppositely charged ions. Polar covalent bonds involve the unequal sharing of electrons between two nonmetals. Covalent bonds equally share electrons between two nonmetals. Bonds are important because they determine how atoms interact and undergo chemical reactions.
This document discusses the rise of the "impact economy", which is characterized by organizations consciously seeking to create social and environmental value in addition to financial returns. It argues that we are moving beyond models of corporate social responsibility and into an impact economy where shared value is integrated into business models. The impact economy will be marked by organizations that consider their impact on all stakeholders and seek sustainable outcomes for communities, employees, and the environment in a way that is also financially profitable. It suggests we are poised for an economic shift on par with previous transitions like the industrial revolution.
This research examines the intrinsic and extrinsic motivations that drive social entrepreneurs. The study aims to fill a gap in understanding social entrepreneur motivation by exploring what internal and external factors motivate people to start social enterprises. Social entrepreneurs are important as they use business methods to address social and environmental issues. The research will analyze motivations like esteem, autonomy, and social recognition to gain insights that can support current and future social entrepreneurs in their work to create social value.
Thomas Friedman combines narrative and case studies to illustrate how progress and technology are leading to a flattening of the world. He stresses that countries must adapt to remain competitive and suggests focusing on leadership, education, infrastructure, and policies that encourage innovation. Friedman also provides rules for companies to succeed in a flat world, such as collaborating, acting small to empower customers, and constantly self-evaluating.
The document discusses the rise of business ecosystems and their increasing importance in today's economy. Key points:
- Business ecosystems are complex communities of interacting organizations, similar to natural ecosystems. They are becoming more prevalent as digitization and connectivity break down industry boundaries.
- Large companies like Alibaba, Softbank, and Nokia explicitly see themselves as part of or building business ecosystems rather than just competing as standalone firms.
- Ecosystems allow multiple players across industries to collaborate in creating and scaling markets in new ways. They encourage both competition and cooperation toward shared goals.
- By enabling new forms of value creation through specialized contributions and resources, ecosystems address fundamental needs and societal challenges in innovative ways.
SPECIAL EVENT Social Entrepreneurship Training: Developing Community Capital ...DavidHopkins
This document outlines an upcoming social entrepreneurship workshop with three guest speakers. Part I will feature Wilford Welch discussing the root causes of the sustainability crisis and the need for a values shift. Part II will feature David Hopkins on the significance of social entrepreneurship and how it develops community capital. Part III will feature Kene Turner providing a social entrepreneurship toolkit and lessons from their work in communities. The workshop aims to provide frameworks for sustainable community development through social entrepreneurship.
Business introduction to entrepreneurshipAlpha Aviant
The document provides an introduction to entrepreneurship, discussing key concepts like entrepreneurial orientation and how entrepreneurship helps drive employment, research, self-sufficiency, and wealth. It notes the emergence of entrepreneurial culture in the Middle East due to political changes. The research aims to understand the meaning of international entrepreneurial orientation from the Middle Eastern context and examine the impact of institutions in shaping it. It reviews various theories related to entrepreneurship and discusses the qualitative research methodology that will be used.
This document summarizes a seminar paper on turbulent environments and small and medium enterprises (SMEs). It provides theoretical background on defining turbulent environments and approaches to measuring them. It then analyzes empirical cases of SMEs in different countries and levels of environmental turbulence. Key challenges for SMEs in turbulent environments are identified, such as turning turbulent events into opportunities, creating an adaptive organizational structure, transforming competencies and knowledge into success, and understanding the turbulent market. The conclusion emphasizes the importance of managerial experience and ability to perceive customer needs and market opportunities for SME adaptation in turbulent environments.
Social innovation addresses societal challenges through new solutions, relationships, and ways of thinking. It occurs at micro, meso, and macro levels to meet social needs in a more effective, efficient, and fair way than existing solutions. Social innovation is driven by new actors like social entrepreneurs and requires its own support systems given market failures around public goods. Companies can benefit from social innovation by learning, boosting reputation, and connecting to future markets while also achieving social impacts beyond what governments and non-profits can.
This dissertation defense summarizes a qualitative study exploring the experiences of gay and lesbian college student-athletes. The purpose and research question are provided. An extensive literature review covers frameworks and prior research on gender and sexual identity development as well as methodologies used. The study utilized narrative analysis and interviews with 10 participants from NAIA and NCAA schools. Key themes that emerged from the data included self-stereotyping, living undercover due to family or team policies, parental denial, views on homophobia in athletics depending on division and gender, varying levels of campus and athletic support, and implications for higher education and athletics. Recommendations are made for future research.
The document examines compliance with the Americans with Disabilities Act (ADA) at college and university athletic facilities. It analyzes facilities within 100 miles of Sioux Falls, SD using the ADA Checklist to evaluate compliance in four priority areas: approach and entrance, access to goods and services, restrooms, and additional access. Results found 56% compliance in priority 1, 47% in priority 2, 76% in priority 3, and 42% in priority 4, indicating more work is needed to fully include those with disabilities. No prior research examined ADA compliance at these athletic facilities.
This document outlines Eljee Javier's research on professional identities of visible ethnic minority, native English speaking teachers (VEM-NESTs) working in an English as a foreign language context. It discusses Javier's previous MA study where they partially revealed their linguistic and ethnic background compared to their current PhD study where they share their personal narrative with participants. The document explores reflexivity in narrative research and the extent to which researchers should disclose background information and personal experiences, considering how this impacts relationships with participants and the generation of data.
J Chiasson GU Grad Conference 2015: Negotiating a Plurilingual SelfJChiasson
Given the increase in plurilingual speakers worldwide, this qualitative case study explored how such individuals negotiate their linguistic identities and claim linguistic ownership. A narrative approach was adopted, and data were collected through a written prompt, semi-structured interview, and post-interview conversation. Results showed that the study participant negotiated her linguistic identity by shifting her point of reference as a language speaker, and that this shift enabled her to reposition herself and redefine her language skills in a positive way, as well as claim linguistic ownership. Though difficult to generalize, the broader implications of these findings are discussed.
This document summarizes a dissertation study on the perceived leadership competencies critical to quality online course design. The study aims to investigate current quality status, the relationship between quality and instructional design leadership competencies, and the effect on learners. It will use qualitative interviews and work samples from instructional designers to identify competencies and analyze online course characteristics and student evaluations. The goal is to determine which leadership competencies are most important for creating high quality online learning experiences.
Load testing of reinforced concrete bridges in the NetherlandsEva Lantsoght
As the bridge stock in The Netherlands and Europe is ageing, various methods to analyze existing bridges are being studied. Load testing of bridges is an option to study the capacity when crucial information about the structure is lacking. This information could be related to the material (for example, the effect of ASR on the capacity) as well as to the structural system (for example, the effect of restraints at the supports or transverse redistribution capacity).
When it is decided to load test a bridge, the question arises which maximum load should be attained during the experiment to approve the capacity of the bridge, and which criteria, based on the measurements during the test, would indicate that the test needs to be aborted before reaching the maximum desired load (the “stop criteria”).
A number of reinforced concrete slab bridges have been load tested over the course of the past few years. These load tests were pilot cases, in which the bridges were heavily equipped with sensors, to study the bridges’ behavior at critical positions for bending moment and shear. The test results were then extensively analyzed, and compared to the stop criteria available in the currently used codes and guidelines.
As a result of the analysis and experiments, recommendations are given for proof loading of bridges. These recommendations are important, since they will form the basis of a guideline for proof loading of existing concrete bridges that is under development in The Netherlands.
The document discusses using cell phones and mobile devices for educational purposes in the classroom. It describes several interactive activities using cell phones, such as students taking quizzes and polls on their phones. The presentation provides examples of using text messaging and multimedia messaging to engage students and provide feedback. It also discusses the benefits of mobile learning, such as assessing students' knowledge in a more engaging way and using tools that students already use regularly.
What the Shrink Can Teach the Community ManagerBen Mason
This document discusses how behavioral psychology can inform community management practices. It explains that actions are more powerful than thoughts or feelings in influencing behavior change. Some key insights from psychology that are relevant for community management include: (1) forcing small actions can help align people's thoughts and feelings, (2) focusing on motivational and ease factors like collectivism, framing, and eliminating complexity can spur behavior change, (3) modern tools allow communities to involve millions of people in small actions. The document advocates applying these behavioral insights through tactics that motivate community members and make desired actions easy.
El documento presenta cinco historias cortas que enseñan lecciones de vida importantes. La primera historia enseña la importancia de conocer el nombre de las personas, incluso aquellas que trabajan de manera menos visible. La segunda historia destaca la importancia de ayudar a otros sin esperar nada a cambio. La tercera historia enfatiza la importancia de servir a otros con respeto. La cuarta historia enseña que los obstáculos pueden presentar oportunidades. Y la quinta historia demuestra la importancia de donar para ayudar a otros, incl
How to Create Killer Emails that Make Readers Love YouJustin Premick
OK, so you're building your email list. Now what? How do you turn a group of people you've never met into a loyal following that will buy your products and spread your message? View this presentation to learn how to build powerful, profitable relationships with your subscribers from Day 1.
Investor worries often arise during periods of market volatility. Some common mistakes investors make include trying to time the market, failing to diversify their portfolio, having unrealistic expectations, and not investing systematically. The best approach is to remain calm and disciplined, and avoid making rash decisions based on fear or greed. Investing regularly through good and bad times, and maintaining a diversified portfolio appropriate for one's risk tolerance, is the strategy most likely to achieve long-term investment goals.
A chemical bond is a force that holds atoms together, causing them to function as a single unit. There are three main types of bonds: ionic bonds, polar covalent bonds, and covalent bonds. Ionic bonds form between a metal and nonmetal when electrons are transferred from one atom to the other, creating oppositely charged ions. Polar covalent bonds involve the unequal sharing of electrons between two nonmetals. Covalent bonds equally share electrons between two nonmetals. Bonds are important because they determine how atoms interact and undergo chemical reactions.
A group of boys were on a plane at the San Juan Airport in Puerto Rico, getting ready to fly to the British Virgin Islands. They were excited and looking forward to their trip. One of the boys, Matt, received congratulations for being part of the Para Pirates in 201X.
Have you ever stopped to consider why some brands have cult following while others competing in the same segment have none? Why are Starbucks and Krispy Kreme brands gaining such strong consumer preference while others competing in the same category foster very little consumer loyalty? Do you ever wonder why such brands such as Tide and Tetley dominate their respective categories, year over year, irrespective of the competitive environment? It is important now more than ever to develop an integrated brand strategy, i.e., a clear brand identity that is consistent across all consumer touch-points.
For more white papers and webinars, go to http://www.sldesignlounge.com
Or visit us at http://www.sld.com
OCAD is an educational institution focused on art and design. It is located in Ontario, Canada and provides college-level education and training for students interested in art-related fields. The name of the institution is the Ontario College of Art and Design.
Nothing brings life to a design like custom photography.
Having a photo shoot with a professional photographer can be an extremely enjoyable and enlightening experience, when you are prepared and the process is well planned. The following presentation will explain how best to approach managing a photo shoot.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Kim Coupounas - B Corp - Impact Unleashed 2017Caitlyn Dudas
This document summarizes a presentation about using business as a force for good and the B Corp movement. The presentation discusses how capitalism and business can address social and environmental issues, and introduces B Corps as certified businesses that meet high standards of social and environmental performance, transparency, and accountability. It outlines B Lab's strategy to build a global movement of B Corps and create market incentives for all companies to consider their impact. The goal is to evolve business practices so that society enjoys shared and durable prosperity.
This document discusses marketization and its impact on non-governmental organizations (NGOs). It defines marketization as the penetration of market principles and values into arenas not previously part of the market. The growth of neoliberalism and reliance on non-governmental approaches has increased pressures on NGOs to adopt market-like strategies to gain funding. This includes social enterprise, cause-related marketing, and other commercial activities. While these strategies can help NGOs operate, they also de-politicize issues and prioritize economic outcomes over social goals. The document calls for more democratic and participatory approaches to decision-making within NGOs and society to counter the individualizing effects of marketization.
This document provides an introduction to key emerging business themes and change drivers that will be covered in a contemporary management issues module. It discusses four main themes: 1) Sustainability and corporate governance, 2) Ethical and social responsibility including pressures for green decision making, 3) Social and demographic change, and 4) Globalization and the changing world order. For each theme, it provides background information and definitions. It also discusses concepts like corporate social responsibility, pillars of sustainability, social change drivers like affluence and migration, and the impacts of globalization on businesses.
This document discusses issues in business governance following the Sarbanes-Oxley Act of 2002 in response to major corporate accounting scandals. It provides background on the role of businesses in the economy and the need for proper ethical governance. It discusses reactions to SOX through similar laws in other countries and debates around the costs and benefits. Finally, it calls for businesses to practice genuine corporate social responsibility, care for human capital, and support moral education in business schools.
Social Entrepreneurship & Measuring Social Impact: 101Dr. Catherine Lada
Social entrepreneurship aims to solve complex social problems through sustainable business models. It differs from traditional non-profits and businesses in pursuing a double bottom line of social impact and financial sustainability. Social entrepreneurs must understand the embedded context and ecosystem in which problems exist to develop effective solutions. "Wicked problems" are especially difficult to solve because they are situated within complex social systems. Truly addressing wicked problems requires considering all relevant actors and implementing coordinated multi-level solutions. Scaling solutions also requires understanding how approaches must be adapted to different environments and contexts. While measuring social impact is challenging, frameworks provide guidance on assessing evidence of impact at preliminary, moderate, and strong levels.
Tecent presentation about the roles and theories of entrepreneurship in the field of businesses so that it can help you with how you deal in your business life
We conducted a national study among almost 400 social entrepreneurs who helped us identify four pillars of successful ecosystems. Social entrepreneurs: find out which ecosystem is right for you, and which pillars are most important for your venture. Funders: learn how you can best support measurable, meaningful, sustainable social impact. Government officials and policymakers: discover how you can create and grow a purpose driven economy in your city.
From Concept to Reality - Creating Shared Value (CSV): Understanding the CSV model, the implementation challenges and lessons learned for developing shared value opportunities
Elizabeth Walker Sobhani of Lotus Consulting will explore
the spectrum of activities from corporate philanthropy to the latest innovations around creating shared value as a means of generating business and social impact.
She will provide practical lessons learned on mobilizing these concepts into reality and the role we can play in creating shared value in our own businesses.
This is a presentation of The Triple Bottom Line by Alexis Dogwe, Camille Eusebio, Maurice Gonzales, Leslee May Tandoc and Al Marie Tating as part of the requirements in the subject: Marketing and Commercialization of High Technology Products.
University of the Philippines, Technology Management Center
This document provides an overview of a thesis presented by Wendy Jones to the University of San Francisco in partial fulfillment of the requirements for a Master of Arts degree in Organization and Leadership. The thesis aimed to identify the three traits of corporate culture that are positively related to increased firm performance. Through a literature review, Jones identified collectivism, adaptability, and culture strength as the three traits linked to financial success. She then created a survey to measure these three traits in existing corporate cultures. Additionally, Jones developed a handbook to provide guidelines for organizations on how to adopt these three traits into their own corporate cultures in order to maximize performance. The document provides context for Jones' thesis and outlines her objectives to both measure existing cultures and provide guidance
The document provides an overview and introduction to co-creation by Jack Martin Leith, director of Leith Co-creation. It defines co-creation as jointly solving problems, accomplishing change, unlocking potential or creating new value by bringing together organizations' internal and external stakeholders. The document discusses basic vs holistic co-creation and provides strategic questions to consider for holistic co-creation. It also outlines principles of co-creation, tools, and milestones in the development of co-creation.
Sara Minard- Umass Social Entrepreneurship Day 2015Erun Fernando
This document summarizes a presentation given by Dr. C. Sara Minard on valuing entrepreneurship in the informal economy of West Africa. The presentation compares theories of entrepreneurship and social entrepreneurship to practices in the region. It discusses research questions around how informal entrepreneurs create social value while expanding business models. Case studies from Senegal show how social networks like Mouridism provide resources and opportunities for entrepreneurs. The presentation recommends taking a human-centered design approach and clarifying assumptions based on local contexts to better understand social entrepreneurship in developing areas.
This document discusses organizational strategies for integrating work and personal life in 24/7 workplace cultures. It proposes moving beyond just implementing family-friendly policies to undertaking strategic organizational development and cultural transformation. Three intervention strategies are suggested: 1) A case study of a global manufacturing company that transitioned to a 24/7 operation through engaging union and management networks. 2) A roadmap for helping work groups see themselves as networks to think outside the box on work-life integration. 3) A prototype for a systemic intervention weaving work-life integration into an organization's human resources strategy for 24/7 industries like technology.
THoMer Kristien zooms in on the challenges our world is facing today and the sustainable answers businesses have come up with. How purpose-driven is your company?
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1. B CORP: INSIGHTS FOR A
NEW ECONOMY
Presented by Shanah Trevenna
November 21, 2016
Dissertation Committee:
Deborah Halbert, Chairperson
Kathy Ferguson
Colin Moore
Manfred Steger
Richard Pratt, University Representative
4. NEW
BLUE
TRIPLE-BOTTOM-LINE
SUSTAINABLE
ECONOMY
• Blue Economy: (Pali, 2010) as opposed to Brown
economy, named for its dependence on burning fossil
fuel resources and characterized by exploiting people
and resources
• Triple Bottom Line: of people, planet and profit
• Sustainable: pillars of environmental responsibility,
social equity, economic health, cultural vitality
6. MY POSITIONALITY
• 1990’s Manufacturing Engineer in Mexico for a multi-
national corporation
• 2000’s academic and non-profit avenues to
implement sustainability
• Developed curriculum and courses around
sustainability
• Help found 501c3 Sustainability Association of
Hawaii
7. MY POSITIONALITY
• 1990’s Manufacturing Engineer in Mexico for a multi-
national corporation
• 2000’s academic and non-profit avenues to implement
sustainability
• Developed curriculum and courses around sustainability
• Help found 501c3 Sustainability Association of Hawaii
• 2010
• 1) academic programs started making considerable
money
• II) SAH decided to focus on green business
8. MY POSITIONALITY
• 1990’s Manufacturing Engineer in Mexico for a multi-
national corporation
• 2000’s academic and non-profit avenues to implement
sustainability
• Developed curriculum and courses around sustainability
• Help found 501c3 Sustainability Association of Hawaii
• 2010
• 1) academic programs started making considerable
money
• II) SAH decided to focus on green business
10. • Certify for-profit companies globally
• Must meet rigorous standards for:
• social and environmental performance, accountability, transparency
11. • Certify for-profit companies globally
• Must meet rigorous standards for:
• social and environmental performance, accountability, transparency
• Operated by the US non-profit B-Lab
12. • Certify for-profit companies globally
• Must meet rigorous standards for:
• social and environmental performance, accountability, transparency
• Operated by the US non-profit B-Lab
13. RESEARCH QUESTION
How can businesses and their power structures evolve
to create a more sustainable economy out of the rapid
changes of the next century?
APPROACH
Interview those who are actively trying to create such
an economy – 50 B Corp leaders.
14. RESEARCH METHOD – (CGT)
CONSTRUCTIVIST GROUNDED THEORY
• Grounded Theory (Glasser and Strauss, 1967)
• does not start with a hypothesis but rather a
phenomenon and research it to build meaning and
theory
• CGT (Charmaz 2008)
• Reflexive role of the researcher
• Strong voice of the research participants
• Acknowledging co-creation of meaning and theory
15. RESEARCH METHOD – (CGT)
CONSTRUCTIVIST GROUNDED THEORY
• Theory – Integrates bits of data reflecting a real
world while recognizing the theory is co-constructed
perspectives and not the entire reality. Theory is
valid only if proven useful when applied to real
world situations.
• Ideology- Comprehensive belief systems comprised
of patterned ideas and values believed to be true by
significant social groups (Steger, Goodman, and
Wilson 2013, 4)
16. End goal for some B Corp leaders is a world where B Corp is not
needed as a certification, because business generally operates
differently
How?
• Influencing their industry and regional sectors
• Measuring up to mainstream metrics
• Involvement with industry organizations
• Being innovative in competitive markets
• Addressing climate change – subtheme of replacing extractivism
with regeneration
MAKING IMPACT/BEING
REVOLUTIONARY
17. I'm not saying that money is not important, my
understanding is that in the last hundred years what has
happened is that values took a back seat to money. So
there's a ton of people who weren't trying to wreck the
planet have gone and wrecked the planet, largely
because they let the money guide their values. So
somehow reasserting values as a core fundamental thing
to the economy is essential (Interview #13S).
IMBUE THE ECONOMY WITH VALUES
18. I'm not saying that money is not important, my
understanding is that in the last hundred years what has
happened is that values took a back seat to money. So
there's a ton of people who weren't trying to wreck the
planet have gone and wrecked the planet, largely
because they let the money guide their values. So
somehow reasserting values as a core fundamental thing
to the economy is essential (Interview #13S).
• Integrity, diversity, inclusivity, democracy
IMBUE THE ECONOMY WITH VALUES
19. • Feel part of something
• Do something that matters
• Be inspired and not drained at work
WORK WITH PURPOSE AND MEANING
20. • Valuing personal over technical communications
• Treating all employees like family
• Sharing profits with employees and community,
democratically
• Work-life balance – flexibility, being integrated
• Benefitting the greater good
• solve an environmental problem
• give something back
• do good for the world
• help communities
• solve social problems
• help underserved populations
PUT PEOPLE FIRST
21. • Talent attraction
• Efficiency and agility in operations
• Branding and marketing
• Ability to impact change
• Agency to influence other businesses
• Ability to get money to scale
• Survive independently without
handouts
VALUING MARKETS AND
MONEY
22.
23. COLLABORATIVE ECONOMY
• Results in longer term and broader results by
interconnecting a network
• Learn from others
• Find your niche in the market
• Not reinvent the wheel
• Work systemically on systemic problems
• Working together paramount for positive work
experience
• “everything is interconnected and should function in
that reality (Interview #42)”
24.
25. 3 Overarching Goals for a Collaborative Economy
1.Interconnect market ecosystems and collaborate
2. Use values to direct profit = benefit the triple bottom line of People, Planet and Profit
3. Cultivate live – work balance
THEORY FOR THE NEW ECONOMY
26. 3 Overarching Goals for a Collaborative Economy
1.Interconnect market ecosystems and collaborate
2. Use values to direct profit = benefit the triple bottom line of People, Planet and Profit
3. Cultivate live – work balance
Seven Guiding Principles to Accomplish the Overarching Goals
• Empower instead of exploit
• Act in integrity: transparency and accountability
• Include all real costs in business models
• Democratically include employees and communities as stakeholders in decisions and
profit distr.
• Engage diversity including gender, ethnicity, age, and perspectives in leadership
• Create impact for the greater good
THEORY FOR THE NEW ECONOMY
27. STRENGTHS
• Provides Experiences of encounter that were a proven cornerstones of
engagement in the alter-globalization movements (McDonald 2006, 37)
• A sense of belonging and “having a community of like-minded people (Interview
#6S).”
• Ability of each B Corp to leverage the brand to influence their region and sector
key for the essential evolution of the movement from belonging to owning
(Feldmenn, 2016)
• Sharing ripples internally and through ad campaigns and press
• Differentiate themselves for better customer and employee attraction/retention
ASSESSING B CORP AS A MOVEMENT
28. WEAKNESSES
• # of B Corps is small compared to # of traditional businesses
• Identity
• As it grows “if you become everything to everybody you become nothing to nobody
(Interview #37)”
• Appears a leftist or even hippie organization-would rather be a business organization
• Difficult to articulate
• Very white and privileged, essentially the 1%
ASSESSING B CORP AS A MOVEMENT
29. OPPORTUNITIES
• Market the value of B Corp in mainstream business media and through business
to business campaigns to build the movement’s momentum with other market
players including businesses and customers
ASSESSING B CORP AS A MOVEMENT
30. THREATS
• A company of questionable integrity would somehow get through the
assessment tool and become a B Corp, damaging the brand.
ASSESSING B CORP AS A MOVEMENT
31. POLITICAL SIGNIFICANCE OF THE
B CORP MOVEMENT
Legislation makes triple-bottom-line businesses legally recognized so that their
missions can be legally protected.
32. POLITICAL SIGNIFICANCE OF THE
B CORP MOVEMENT
Report on deterioration of welfare states and public
services in Europe (Avelino, Wittmayer, and Afonso
2015, 8):
Social innovation as a solution for budget cuts, and of
social entrepreneurs being able to replace public
services.
33. WILLIAM CONNOLLY’S
RESONANCE MACHINE
• A resonance machine is not simply a metaphor but is
actually a real force with real processes creating real
outcomes
• Participants of the machine share an ethos
• Ethos – shared spirituality or beliefs, each element
individually cultivated it (not dogma), can be shared across
diverse groups
• The ethos sets the disposition of the machine, informing
the shape and tone of its relations with others
• Its collective power is greater than that of the sum of its
parts as the elements resonate with a common ethos, and
then individually gain power as they promote the
resonance
• Passes back and forth creating reverberation that
34. WILLIAM CONNOLLY’S
RESONANCE MACHINE CON’T
• Evangelical-capitalist resonance machine includes
evangelical Christians, cowboy capitalists, right-wing
media (Capitalism and Christianity, American Style,
Connolly, 2008)
• Ideology within its Ethos: Divine Providence
• Evangelical Christians: step back and let God direct life
without interference for the greater good
• Cowboy capitalist: step back and letting the free market
allocate resources efficiently for society
• “Don’t interfere-something higher is at work”
• Other ethos elements: work, private ownership,
consumption
35. COUNTER ECO-EGALITARIAN MACHINE
ETHOS
• Economic life that includes:
• Egalitarianism
• Ecological integrity
• Human diversity
• Worker engagement
• Care for future generations
37. American O rgani zation American Membership
B Lab
1931 certified companies
Fair Trade Federation 952 certified companies
Green America 4000 certified companies
American Sustainable Business Council Members include 200,000 companies and more
325,000 executives, owners, investors,
entrepreneurs, and business professionals
Association for Enterprise Opportunity 176 organizations representing two million
entrepreneurs
BALLE (Building Alliances for Local Living Economies) 87,500 companies
Impact Hub 14 locations,
4200 company leaders
SOCAP (Social Capital Markets) 2000 member companies and investors
Campaign for Safe Cosmetics 1100 member companies
Ceres 16 large companies
Environmental Paper Network 100 member companies
Green Chamber of Commerce 750 member companies
The Green Spa Network 65 member companies
Social Venture Network 500 member companies
Forum for Sustainable and Responsible Investing 520 member investors and companies
Conscious Capitalism Chapters in 24 states
38. COUNTER ECO-EGALITARIAN MACHINE
PARTICIPANTS CON’T
2. Conscious Consumer Base
•86% of consumers state they would switch their current
brand to a brand that is socially responsible if quality
and price were equal (Makower 2012).
39. COUNTER ECO-EGALITARIAN MACHINE
PARTICIPANTS CON’T
3. Millennials
• Almost 70 percent say that giving back and being
civically engaged are their highest priorities. (Erickson
2009).
• Millennials stated their top two goals in finding work
are 1) to maintain their own flexible schedule and 2)
integrate work so that it feels like a part of their life
(Meister and Willyerd 2010).
• 88% of MBA grads would take a 15% pay cut to work
for a company that has ethical business practices
(Makower 2012)
40. 4. General Workforce
• Study of 20,000 employees in 22 markets after 2008
(Baker 2014)
• desire to control one’s work situation (21% in 2008 rising
to 47% in 2009)
• ethical behavior-alignment of what their companies say
and do internally and externally (29% in 2008 rising to
% in 2009)
• 2/3 of employees consider the social and
environmental record of a company in deciding
to work (Makower 2012)
COUNTER ECO-EGALITARIAN MACHINE
PARTICIPANTS CON’T
41. 5. Impact Investors
• 18% of all investments tracked in the US screen for
environmental, social, and governance (ESG) criteria
(US Social Investing Forum 2014, 12)
• Top considerations reported in 2014
COUNTER ECO-EGALITARIAN MACHINE
PARTICIPANTS CON’T
42. WHAT IF ALL THE RESONANT GROUPS GOT TOGETHER AND
ORGANIZED?
COUNTER ECO-EGALITARIAN MACHINE
43. WHAT IF ALL THE RESONANT GROUPS GOT TOGETHER AND
ORGANIZED?
WHAT IF EVERYONE WORKED TOGETHER TO FINDTHEIR
NICHE IN IMPLEMENTING THE GUIDING PRINCIPLES AND
ACHIEVING THE NEW ECONOMY GOALS?
COUNTER ECO-EGALITARIAN MACHINE
44. WHAT IF ALL THE RESONANT GROUPS GOT TOGETHER AND
ORGANIZED?
WHAT IF EVERYONE WORKED TOGETHER TO FINDTHEIR
NICHE IN IMPLEMENTING THE GUIDING PRINCIPLES AND
ACHIEVING THE NEW ECONOMY GOALS?
ONLY IN THIS WAY IS SYSTEMIC CHANGE IS POSSIBLE.
COUNTER ECO-EGALITARIAN MACHINE
46. DRIVING FORCES
FORMING THE FUTURE
• Governments will continue to relax environmental and labor laws
as to be more favorable with global “self-regulating” markets
resulting in ongoing exploitation of both human labor and the
environment, and the continued widening of the economic gap
between wealthy and poor.
• Issues of democracy, social justice and economic colonization will
continue to be center stage for a global network of transnational
activists and organizations that is increasing in size,
interconnectivity and ability to influence.
• Access to the internet and cell phones will continue to grow
around the world, uniting an increasingly mobile global population
and providing access to information and networks in more efficient
and productive ways.
• Millennials will be the first cohort of digital natives to come into
corporate and political power.
47. • Lewis Powell - Corporate lawyer and member of the boards
of 11 corporations
• 1971wrote a memo to his friend, the Director of the U.S.
Chamber of Commerce describing a well-organized,
broad-based threat to the private sector
• Round Table representing 60% of US GDP
• Strengthened the free market resonance machine
• Right-wing and anti-global warming institutions such as
the Heritage Foundation and the Manhattan Institute.
• Influenced the 1978 decision that invented the right for
corporations to spend unlimited money to influence
ballot questions
• Influenced the Reagan Administration’s hands-off
business philosophy.
POWELL-MEMO
48. FOCUS ON:
FREE TRADE GLOBALIZATION
Justice-globalist critique of globalisms-political
ideologies that endow globalization with their preferred
norms, values and meaning (Steger 2009, 128):
global integration of markets leads to greater social
inequalities, environmental destruction, the escalation
of global conflicts and violence, the weakening of
participatory forms of democracy, the proliferation of
self-interest and consumerism, and the further
marginalization of the powerless around the world
(Steger 2009, 128).
49. TRANSFORM TO:
FAIR TRADE GLOBALIZATION
• Fair product pricing
• Equal pay for equal work
• Globally standardized labor laws
• Globally standardized environmental laws
• Honest advertising
• Financial metrics that include social and
environmental considerations
50. MY SURPRISES
• Republicans are B Corps
• B Corps want their “competition” to be B Corps too
• The movement struggles with its identity and fears
the “other” infiltrating
• Respect for money and markets is considerable and
even a driving force
• B Corps know nothing of the alter-globalization
movement, they resonate only with other business
movements like Fair Trade
• There are more of those movements, organizations,
businesses, investors etc. involved in this paradigm
than I thought
51. OVERARCHING QUESTIONS
FOR B CORP LEADERS
1. What common goals and core concepts emerge from B Corp leaders to
articulate the Blue Economy?
2. What values and beliefs are common amongst B Corp leaders and where did
they gain them?
3. What ideas do B Corp leaders have, and have they implemented, for the
processes, power relations, and structures required to create businesses that drive a
movement toward a thriving, just, ecologically sound Blue Economy?
4. How do B Corp leaders describe the B Corp movement for the Blue Economy?
What do they see as unique about the movement including its strengths,
weaknesses and flaws?
5. What do B Corp leaders believe is the current and potential political significance
52.
53. THINKS/THINKING/THINK
• 40% of the sentences relate to the description of a vision beyond status
quo thinking including new visions for decision-making, revamping
business, growing the B Corp movement and imbuing the economy with
values.
• I began thinking that this is a business model that I can work in my industry
(Interview #7S).
• I think the new economy is already characterized, but I think even more so in
the future, characterized by collaboration as opposed to competition
(Interview #6S).
• 35% of the sentences relate to critical reflections revealing the
understandings entrepreneurs have about their jobs, their industries, the
state of the world, B Corp, or the economy.
• I think the manner in which we measure economic activity is dated (Interview
#31).
54. • By helping other people, I help myself.
I think that if you have these selfish
motivations that helps other people,
it’s great. (Interview #5S).
• The Stirring of the Soul in the
Workplace, organizational
psychologist Alan Briskin:
Logos as the reason that is the
controlling principle in the universe
• Efficiency leaves no time given for
logos. Someone else’s logic or the
system’s logistics displaces the needs
and voice of the soul (Briskin 1998,
139).
WORK WITH PURPOSE AND MEANING
55. CORPORATE STRUCTURES
THAT OPERATIONALIZE VALUES
• Ratio between highest and lowest paid employees
• Distributing profits democratically to community
organizations
• Company policy that has social and/or environmental
criteria for clients and suppliers
• Open company books
• Employees and community reps on governing boards
• Employee voting on contracts and budgets
• Paid time off – sickness, life milestones, maternity/paternity
leave
• Family coverage
• Specific transgender health care coverage
• Published policies on work hours, pay and performance
protocols, grievance resolution processes, and sickness and
leave allowance to provide clarity, consistency and respect
for employees
• Limits on evening and weekend work
56. CORPORATE STRUCTURES CON’T
TBL METRICS
• Environmental - a company’s energy use, waste,
pollution, natural resource conservation and animal
treatment.
• Social – working conditions, paid time off, do
suppliers hold the same values that the company itself
claims to hold? Does the company allow paid
volunteer work?
• Financial - revenue, profit, and the ability to pay
employees consistently and well
57. CORPORATE STRUCTURES CON’T
TO ADDRESS CLIMATE CHANGE
• Providing products or services that reduce or provide
alternatives for fossil fuel use
• Only working with other companies and vendors that
use less or no fossil fuel
• Reducing fossil fuel use by their operations and
employees
• Educating and advising others, including the public,
about climate change and solutions
58. “Making money is not like I thought it
would be. This business kills the part of
life that is essential, the part that has
nothing to do with business.”
5 trillion dollars in pension money, real
estate value, 401k, savings, and bonds
had disappeared. Eight million people
lost their jobs, 6 million lost their homes.
The government bailed out the banks
and not the American people. And
business continued as usual.
PUT PEOPLE FIRST
59. Regional Markets Role of
Gov’t
Policy Global
Market
Economic
Actors
Adam Smith
Classical
Economics
(1700’s)
Many small
enterprises in
trade, owners=
operators
Avoid
monopolies
protect
poor,
protect
public from
private
interests
Slavery ok, but a bit
expensive
Mercha
nt
exchang
e on
trade
routes
-act in own self
interest = fair
benefit to
society
Neoclassical
Economics
(1900’s
Industrial
Revolution-
present)
Large corps,
owners
(shareholders)
separate from
operators
No
governmen
- subsidies
for
entrenched
interests
1) Privatization of the
public sphere
2) Business
Deregulation
3)Cuts to public
benefits and corporate
tax cuts
Free
trade
-act in own self
interest
New
Economy
(2050’s)
Companies owned
and operated by
employees
Enforce fair
trade
principles
for a global
level
1)Price on carbon and
other externalities
2)Corporate taxes
funneled to employee
and community
Fair
Trade
-act in
community
interest
60. ADAM SMITH’S
CRITIQUE OF CAPITALISM…
• Could concentrate wealth
• Businesses could be motivated toward unfair political influence
• Businesses could have unethical intentions against the public good
(government playing too small a role and not protecting the public,
especially the poor)
• Government playing favorites (government overstepping its role)
• Producer manufactured consumption
• Diminished worker happiness
• Stifled worker freedom (freedom = every man is perfectly free to both
choose what occupation he thinks proper and change it as often as he
would like, so that “every man’s interest would prompt him to seek the
advantageous and to shun the disadvantageous employment”)
61. RECOMMENDATIONS
• Ask the same questions to traditional businesses
• What “B Corp” trends are showing up in mainstream
• What are the main differences?
• Explore employee ownership, employee profit sharing,
community profit sharing, reinvestment of profits in
the company, and the investment of profits in other
endeavors.
• B Corp leaders’ ideas and beliefs around the ethics of
influencing political power, including to what extent,
with what means and to what end.
62. RECOMMENDATIONS CON’T
• What further public good could be accomplished by
the B Corp community.
• Explore B Corp’s ideas on the role of government in
business and vice-versa
• Explore perspectives on marketing, consumption, and
the ethics around what products and services warrant
being categorized as a force for good.
• Deeper dive into what makes people happy in their
work.
• Explore views on freedom and their ability to obtain it
in B Corp companies. This could be contrasted to
traditional companies with the goal of illuminating
Editor's Notes
The researcher must move beyond linear, cause and effect quantitative analysis, and enter the realm of speculative, interconnected, contextual thinking (Merriam, 1998, p.188).
office supply company that gives all its profits to community organizations selected democratically by their clients shared that after Staples and the Office Depot, they are the largest office supply company in the western United States (Interview #9). The co-Founder of an I.T. and management-consulting firm best summarizes the value around mainstream success: “I think that the biggest major success to us is to prove that you can run a business this way and be profitable (Interview # 7Sb).”
Being a business I’m accepted by business so I can speak to other businesses at a level of the Responsible Jewelry Council.
When speaking of meaning the category “meaning for self” became saturated, while the category “meaning for others” was left empty. Meaning was very personal for the interviewees, and was even considered selfish
Leverage information politics, or politically usable information, and move it to where it will have the most impact (Keck and Sikkink 1998, 16)
Symbolic politics, or symbols, actions, or stories that make sense of the situation for an audience that is frequently far away (Keck and Sikkink 1998, 16)
“In terms of educating the market place I think it goes a long way to help counter those green-washing claims. And the research shows that all else being equal a person will do business with a company that they perceive is doing right by the world versus one that is either neutral or not doing good by the world (Interview #16S).”
Whether or not one (dis)agrees with such political position, it is important to question how social venture ideas and practices are or may be used (or abused) to legitimize certain political discourses (Avelino, Wittmayer, and Afonso 2015, 8).
Ideology- Political ideologies as comprehensive belief systems comprised of patterned ideas and values believed to be true by significant social groups (Steger, Goodman, and Wilson 2013, 4)
Ideology- Political ideologies as comprehensive belief systems comprised of patterned ideas and values believed to be true by significant social groups (Steger, Goodman, and Wilson 2013, 4)
Ethos is comprised of ideologies and individual spiritualties, more fluid and complex. Connolly emphasizes that while the ethos of an institution is seldom articulated explicitly, it finds expression in orientation toward others outside the fold (Connolly 2008, 4).
When speaking of meaning the category “meaning for self” became saturated, while the category “meaning for others” was left empty. Meaning was very personal for the interviewees, and was even considered selfish
The Big Short when the housing bubble bursts in 2008 resulting in the financial collapse of the global economy, the person who figured it out and made $269 billion says,
“If it weren’t for state interference, the market would flourish”; and in a lower key, “please give us more subsidies, support, criminalization and ideological cover so we can continue to sing our song”