Entrepreneurship has been the engine propelling much of the growth of the business sector as well as a driving force behind the rapid expansion of the social sector. Additionally, the award of the Nobel Peace Prize in 2006 to Mohammad Yunus for founding the Grameen Bank thrust social entrepreneurship into the global spotlight. The Grameen Bank is the world's largest micro-finance organization; it is a profitable business that has helped thousands of people, mostly women, out of poverty. Social entrepreneurship, the simultaneous pursuit of economic, social, and environmental goals by enterprising ventures, has gradually found a place on the world's stage as a human response to social and environmental problems (Haugh, 2007). This paper aims to review and study the recent developments in social entrepreneurship as an important phenomenon in today's entrepreneurship era
Entrepreneurship is in fact a part of Islamic culture and Prophet Muhammad (peace be upon him, PBUH) and his companions are examples of this," there are a lot of Muslims that are successful entrepreneurs in the world and Islam always invite all Muslims to be innovative, entrepreneur and active but unfortunately however, through time Muslims have lost their confidence . This paper aims to explore the Islamic Entrepreneurship notion in detailed. And concludes that not only Islam is not opposite with entrepreneurship but also warmly invites all Muslims to be entrepreneurs in their life
To be successful organization we need successful and multiple Intelligences based management organization in today's turnulent markets. Among other factors which play rule in organizations success the important one may be intelligence. So this research is a sole study about the role of Multiple Intelligences, MI in organizational effectiveness, OE in management era.. This paper aims to explore the MI notion in details. Also the relationship of MI and OE comes as well.
Intellectual capital can be regarded as the hidden value of an organization. The intention of these social capitals (human, organizational and customer) is to value the intangible asset and reassess the knowledge gaps to improve the business advantage. Although intangible assets may represent competitive advantage, organizations do not understand their nature and value. Managers do not know the value of their own intellectual capital. They do not know if they have the people, resources, or business processes in place to make a success of a new strategy. They do not understand what know-how, management potential, or creativity they have access to with their employees. Because they are devoid of such information, they are rightsizing, downsizing, and reengineering in a vacuum
The object of this research is to identify the sources of risk in innovation projects and to determine whether they could be managed better. Due to the diversity of opinions and theories over the nature of risk, reaching an agreement about risk management is difficult. This will be a major problem if any effort is made to proactively manage 'risk' in naturally 'risky' areas such as innovation. Some risk management could be valuable, but perhaps too much, or inappropriate risk management might stifle innovation. It is necessary and valuable to consider the process of innovation from conceptualization to commercialization, how uncertainties are formed, how they are managed in that context, and how the techniques of risk management can be further deployed to enhance the success rate of innovation projects. Various approaches have been proposed to risk management in general, however the extent to which they are relevant for managing innovation is uncertain. Thus, during this paper, the general model of innovation and the process of risk management for managing the parameters which create the risk in these projects are explained.
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