Social entrepreneurship: a different model?

Abstract

Purpose -This paper is concerned with developing a framework which allows both economic and social entrepreneurship to be analysed. Design/methodology/approach -The framework is developed to accommodate the often neglected collective or pluralistic dimension of entrepreneurship. It draws on the behavioural approach to adopt a straightforward definition of social entrepreneurship -focusing on the creation of a social enterprise (co-operative, mutual or voluntary organisation). The paper is exploratory, developing a conceptual framework, based on some case studies of social enterprises in a range of business sectors, in the UK. Findings -The findings from this small scale study provide interesting models of entrepreneurship that contrast with conventional models for SMEs.Research limitations/implications -The research has implications for research on conventional entrepreneurship, as well as creating a basis for developing the new field of social entrepreneurship. Practical implications -The paper provides policy implications for more effective support of social entrepreneurship. Originality/value -The paper establishes the importance of some distinctive factors in social entrepreneurship for policy and further research.

Sustainability Orientation and Entrepreneurship Orientation: Is There a Tradeoff Relationship between Them?

“…Environmental degradation deriving from market imperfection brings entrepreneurial opportunities, and entrepreneurs discover and pursue these opportunities. In addition, the social entrepreneurship literature emphasizes altruism and desire to help others as a driving force to recognize new opportunities [7,17]. For example, an individual who has altruistic motivation for reducing environmental pollution can recognize opportunities that help prevent health threats by developing related technologies.…”

Connecting the Dots for Social Value: A Review on Social Networks and Social Entrepreneurship

“…The access to critical resources through networking is also underlined by other scholars, who insist on different aspects: knowledge (Hervieux and Turcotte 2010), overcoming resource deficiencies in a scarce-resource environment (Spear 2006), searching for a building or funding through strong ties and attracting employees and customers through weak ties (Sakurai 2008), and building credibility (Shaw and Carter 2007). Attempting to explain this link between network and resource acquisition, Meyskens, Carsrud, and Cardozo (2010) show that social ventures obtain resources from a social engagement network -i.e.…”

Value Creation Mechanism of Social Enterprises in Manufacturing Industry: Empirical Evidence from Korea

“…Spear [68] says that networks with external organizations often hold a critical role in the entrepreneurial activities of SEs. Being part of a network with external organizations usually helps a SE promote its presence in the market, or to solve some legal or technical issue by providing pro bono advice or funding.…”