Description
Social entrepreneurship explained
Social entrepreneurship is a hot topic in public and non-profit management. Organizations everywhere are looking for innovative ways to respond to financial, social, and regulatory pressures. The next generation of transformative leaders will be risk takers who know how to face even the biggest challenges using market-driven strategies that get results. This book contains everything students and professionals need to know about the cutting-edge practice of social entrepreneurship.
In Social Entrepreneurship, you'll learn how to read markets and environments to identify opportunities for entrepreneurial activity. Then, the authors show to convert opportunities into successful ventures: one-time initiatives, ongoing programs and new, mission-driven organizations are all covered. Sector-specific strategies and recommendations guide readers directly to the techniques that will have the biggest impact.
- Employs an evidence-based approach to help organizations achieve goals more efficiently
- Offers advice on taking advantage of new technologies and untapped resources using the most current approaches
- Written by renowned experts in the field of social entrepreneurship
Authors Guo and Bielefeld have been instrumental in advancing the study of social entrepreneurship, and they understand the trends and currents in the field. They bring readers up to date and ready them to begin implementing changes that really make a difference. In non-profits and government, leadership is already becoming synonymous with social entrepreneurship, and this book is its foundation.
Chapter
Social Entrepreneurship: An Evidence-Based Approach to Creating Social Value
Tables, Figures, and Exhibit
Introduction: Understanding and Using Social Entrepreneurship
Part 1: Social Entrepreneurship: Concept and Context
Chapter 1: The Many Faces of Social Entrepreneurship
What Is Social Entrepreneurship?
Who Are the Social Entrepreneurs?
Why Social Entrepreneurship?
Where Does Social Entrepreneurship Occur?
Chapter 2: Social Entrepreneurship as Organizational Behavior
Entrepreneurial Orientation
Measures, Determinants, and Outcomes of EO
Entrepreneurial Intensity
Social Entrepreneurial Orientation
Part 2: Understanding and Managing the Social Entrepreneurial Process
Chapter 3: Discovering and Creating Social Entrepreneurial Opportunities
How Are Social Entrepreneurial Opportunities Different?
How Are Social Entrepreneurial Opportunities Discovered or Created?
Phase One: Idea Generation
Phase Two: Opportunity Assessment
Chapter 4: From Opportunity to Action
Elaborating the Opportunity with Social Impact Theory
The Venture’s Value Proposition
The Venture’s Theory of Change
Putting Theory into Action: Developing the Operating Model
Creating Social Value in the Value Chain
Venture Feasibility and Planning
Assessing the Venture’s Feasibility
The Venture’s Business Plan
Chapter 5: From Action to Impact
Social Venture Effectiveness
Approaches to Social Venture Effectiveness
Multi-Attribute Approaches
Outcome and Impact Evaluation
Evaluation Research Designs
Monetizing Outcome and Impact
Increasing Social Venture Impact: Scaling
Chapter 6: Funding Social Entrepreneurship
Funding Public Sector and For-Profit Social Entrepreneurship
For-Profit Social Ventures
Funding Nonprofit Social Entrepreneurship
Nonprofit Revenue Sources
Philanthropy and Social Entrepreneurship
Earned Income, Loans, and Equity
Part 3: Understanding and Managing the Social Intrapreneurial Process
Chapter 7: Social Intrapreneurship: Innovation from Within
Clarifying the Social Intrapreneurship Concept
Social Intrapreneurship Dimensions
Product and Service Innovation
Antecedents and Consequences of Social Intrapreneurship
Internal Antecedents: Organizational Characteristics
External Antecedents: Environmental Characteristics
Organizational Performance
Management Challenges of Social Intrapreneurship
Chapter 8: Managing the Social Intrapreneurial Process
The Nature of Innovation in Established Organizations
A Two-Phase Model of the Social Intrapreneurial Process
Predictable Policy Windows
Unpredictable Policy Windows
Initiators of Innovations in Public and Nonprofit Organizations
The Role of Frontline Managers in the Social Intrapreneurial Process
The Role of Middle Managers in the Social Intrapreneurial Process
The Role of Top Managers in the Social Intrapreneurial Process
Part 4: Emerging Trends and Issues
Chapter 9: Social Entrepreneurship in the Public Sector
The Context of Public Sector Entrepreneurship
New Public Management and Reinventing Government
Current Practices and Approaches
Encouraging Social Entrepreneurship
Creating a Culture of Performance Improvement
Social Entrepreneurship Incubators
New State-Level Financing: “Pay for Performance” Bonds
Chapter 10: Boundary Spanning and Social Entrepreneurship
Working across Organizational Boundaries
Cooperation in Ecosystems
Collaboration between Organizations
Reasons for Collaboration
Types of Collaborative Relationships
Collaboration and Innovation
The Blurring of Sectoral Boundaries
Low-Profit Limited Liability Company (L3C)
Chapter 11: New Media and Social Entrepreneurship
New Media, New Possibilities
Myths and Realities about Social Media
New Media and Information Sharing
New Media and Fundraising
New Media and Stakeholder Engagement
A “Pyramid” Model of Social Media–Based Strategy
New Media, New Challenges
Conclusion: The Road Traveled and the Journey Ahead
Social Mission Is the Compass of Social Entrepreneurship
Social Entrepreneurship Is Opportunity Driven
Social Entrepreneurship Is Not the Patent of Start-Up Organizations
Social Entrepreneurship Is Not Confined to a Particular Sector
Social Entrepreneurship
：An Evidence-Based Approach to Creating Social Value
( Bryson Series in Public and Nonprofit Management )
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