Social Entrepreneurship E-Book

Chao Guo

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Serie: Bryson Series in Public and Nonprofit Management
• Sprache: Englisch

Seitenzahl: 503

Veröffentlichungsjahr: 2014

Beschreibung

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.

Leseprobe

Contents

Tables, Figures, and Exhibit

The Authors

Introduction: Understanding and Using Social Entrepreneurship

Plan of the Book

Our Approach

Part One: Social Entrepreneurship: Concept and Context

Chapter One: The Many Faces of Social Entrepreneurship

What Is Social Entrepreneurship?

Who Are the Social Entrepreneurs?

Why Social Entrepreneurship?

Where Does Social Entrepreneurship Occur?

Concluding Thoughts

Chapter Two: Social Entrepreneurship as Organizational Behavior

Entrepreneurial Orientation

Measures, Determinants, and Outcomes of EO

Entrepreneurial Intensity

Limitations of EO and EI

Social Entrepreneurial Orientation

Concluding Thoughts

Part Two: Understanding and Managing the Social Entrepreneurial Process

Chapter Three: Discovering and Creating Social Entrepreneurial Opportunities

Defining Opportunity

How Are Social Entrepreneurial Opportunities Different?

How Are Social Entrepreneurial Opportunities Discovered or Created?

Phase One: Idea Generation

Phase Two: Opportunity Assessment

Concluding Thoughts

Chapter Four: From Opportunity to Action

Elaborating the Opportunity with Social Impact Theory

Putting Theory into Action: Developing the Operating Model

Venture Feasibility and Planning

Supporting Analysis

Concluding Thoughts

Chapter Five: From Action to Impact

Social Venture Effectiveness

Approaches to Social Venture Effectiveness

Outcome and Impact Evaluation

Monetizing Outcome and Impact

Increasing Social Venture Impact: Scaling

Concluding Thoughts

Chapter Six: Funding Social Entrepreneurship

Funding Public Sector and For-Profit Social Entrepreneurship

Funding Nonprofit Social Entrepreneurship

Philanthropy and Social Entrepreneurship

Government Funding

Earned Income, Loans, and Equity

Concluding Thoughts

Part Three: Understanding and Managing the Social Intrapreneurial Process

Chapter Seven: Social Intrapreneurship: Innovation from Within

Clarifying the Social Intrapreneurship Concept

Social Intrapreneurship Dimensions

Antecedents and Consequences of Social Intrapreneurship

Management Challenges of Social Intrapreneurship

Concluding Thoughts

Chapter Eight: Managing the Social Intrapreneurial Process

The Nature of Innovation in Established Organizations

A Two-Phase Model of the Social Intrapreneurial Process

The Definition Process

The Impetus Process

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

Concluding Thoughts

Part Four: Emerging Trends and Issues

Chapter Nine: Social Entrepreneurship in the Public Sector

The Context of Public Sector Entrepreneurship

New Public Management and Reinventing Government

New Public Service

Current Practices and Approaches

Concluding Thoughts

Chapter Ten: Boundary Spanning and Social Entrepreneurship

Working across Organizational Boundaries

Collaboration between Organizations

Engagement in Networks

Working across Sectors

New Legal Forms

Concluding Thoughts

Chapter Eleven: New Media and Social Entrepreneurship

Introduction

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

Concluding Thoughts

Conclusion: The Road Traveled and the Journey Ahead

The Takeaways

Further Questions

Concluding Remarks

Acknowledgments

Index

List of Tables

Table 1.1 Definitions of Social Entrepreneurship

Table 3.1 Definitions of Social Entrepreneurial Opportunity

Table 3.2 Three Criteria for Opportunity Assessment

Table 6.1 Characteristics of Major Nonprofit Funding Types

Table 7.1 A Sample of Definitions of Social Intrapreneurship

Table 8.1 Initiators of Innovation in the Public Sector

Table 10.1 The Collaboration Continuum

Table 10.2 Spectrum of Practitioners

List of Illustrations

Figure 1.1 Factors Driving the Birth and Development of Social Entrepreneurship

Figure 2.1 The Entrepreneurial Grid

Figure 2.2 Reconceptualization of EO Dimensions

Figure 2.3 Social Entrepreneurial Orientation: A 3-D Matrix

Figure 3.1 The Opportunity Recognition Process

Figure 4.1 The Opportunity Development Process

Figure 4.2 Centrality of the Value Proposition in Social Entrepreneurship

Figure 4.3 The Basic Program Logic Model

Figure 4.4 Product or Service Life Cycle

Figure 4.5 Early Childhood Education Policy Field in Minnesota, 2008

Figure 4.6 Capabilities-Resources Model

Figure 5.1 The Process of Establishing and Expanding Social Impact

Figure 5.2 The Logic Model and the Evaluation of Internal Processes and Results

Figure 5.3 The Competing Values Framework

Figure 5.4 Balanced Scorecard for Nonprofit Organizations

Figure 5.5 Year Up Dashboard Elements

Figure 5.6 Comparison of Energy Use Before and After Program Implementation

Figure 5.7 Framework for Scaling Social Impact

Figure 6.1 Government Business and Other Revenue, FY 2012

Figure 6.2 Sources of Nonprofit Revenue by Activity Fields, 2007

Figure 6.3 Sources of Nonprofit Revenue Growth by Activity Fields, 1997–2007

Figure 6.4 The Process of Establishing and Expanding Social Impact

Figure 7.1 Antecedents and Consequences of Social Intrapreneurship

Figure 8.1 An Evolutionary Framework of the Strategy-Making Process in Established Firms

Figure 8.2 A Two-Phase Model of the Social Intrapreneurial Process

Figure 9.1 Tools and Techniques for Generating and Sourcing Innovative Ideas

Figure 10.1 Map of Self-Help’s Ecosystem

Figure 10.2 Early Childhood Education Policy Field in Minnesota, 2008

Figure 10.3 Boost4Kids Overall Community Network Structure

Figure 10.4 The Emergence of a New Fourth Sector

Figure 10.5 Hybrid Spectrum

Figure 11.1 Classification of Social Media

Figure 11.2 A Pyramid Model of Social Media–Based Strategy

List of Exhibits

Exhibit 2.1 Social Entrepreneurial Orientation Instrument

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Guide

Cover

Table of Contents

Begin Reading

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Included with Social Entrepreneurship: An Evidence-Based Approach to Creating Social Values are PowerPoint slides and sample text questions for each chapter. You can download them from www.wiley.com/college/guo

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Social Entrepreneurship

AN EVIDENCE-BASED APPROACH TO CREATING SOCIAL VALUE

Chao Guo

Wolfgang Bielefeld

Cover design by Michael Cook

Cover image: © Mike Kiev/iStockphoto

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved.

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Library of Congress Cataloging-in-Publication Data

Guo, Chao.

Social entrepreneurship : an evidence-based approach to creating social value / Chao Guo and Wolfgang Bielefeld.

pages cm

Includes bibliographical references and index.

ISBN 978-1-118-35648-7 (pbk); 978-1-118-84417-5 (ebk); 978-1-118-84413-7 (ebk)

1. Social entrepreneurship. I. Bielefeld, Wolfgang. II. Title.

HD60.G7556 2014

658.4'08—dc23

2013048860

TABLES, FIGURES, AND EXHIBIT

TABLES

Table 1.1

Definitions of Social Entrepreneurship

Table 3.1

Definitions of Social Entrepreneurial Opportunity

Table 3.2

Three Criteria for Opportunity Assessment

Table 6.1

Characteristics of Major Nonprofit Funding Types

Table 7.1

A Sample of Definitions of Social Intrapreneurship

Table 8.1

Initiators of Innovation in the Public Sector

Table 10.1

The Collaboration Continuum

Table 10.2

Spectrum of Practitioners

FIGURES

Figure 1.1

Factors Driving the Birth and Development of Social Entrepreneurship

Figure 2.1

The Entrepreneurial Grid

Figure 2.2

Reconceptualization of EO Dimensions

Figure 2.3

Social Entrepreneurial Orientation: A 3-D Matrix

Figure 3.1

The Opportunity Recognition Process

Figure 4.1

The Opportunity Development Process

Figure 4.2

Centrality of the Value Proposition in Social Entrepreneurship

Figure 4.3

The Basic Program Logic Model

Figure 4.4

Product or Service Life Cycle

Figure 4.5

Early Childhood Education Policy Field in Minnesota, 2008

Figure 4.6

Capabilities-Resources Model

Figure 5.1

The Process of Establishing and Expanding Social Impact

Figure 5.2

The Logic Model and the Evaluation of Internal Processes and Results

Figure 5.3

The Competing Values Framework

Figure 5.4

Balanced Scorecard for Nonprofit Organizations

Figure 5.5

Year Up Dashboard Elements

Figure 5.6

Comparison of Energy Use Before and After Program Implementation

Figure 5.7

Framework for Scaling Social Impact

Figure 6.1

Government Business and Other Revenue, FY 2012

Figure 6.2

Sources of Nonprofit Revenue by Activity Fields, 2007

Figure 6.3

Sources of Nonprofit Revenue Growth by Activity Fields, 1997–2007

Figure 6.4

The Process of Establishing and Expanding Social Impact

Figure 7.1

Antecedents and Consequences of Social Intrapreneurship

Figure 8.1

An Evolutionary Framework of the Strategy-Making Process in Established Firms

Figure 8.2

A Two-Phase Model of the Social Intrapreneurial Process

Figure 9.1

Tools and Techniques for Generating and Sourcing Innovative Ideas

Figure 10.1

Map of Self-Help’s Ecosystem

Figure 10.2

Early Childhood Education Policy Field in Minnesota, 2008

Figure 10.3

Boost4Kids Overall Community Network Structure

Figure 10.4

The Emergence of a New Fourth Sector

Figure 10.5

Hybrid Spectrum

Figure 11.1

Classification of Social Media

Figure 11.2

A Pyramid Model of Social Media–Based Strategy

EXHIBIT

Exhibit 2.1

Social Entrepreneurial Orientation Instrument

The Authors

Chao Guo, Ph.D., is associate professor of nonprofit management in the School of Social Policy and Practice at the University of Pennsylvania. Previously, he was on the faculties of Indiana University, the University of Georgia, and Arizona State University. He received his Ph.D. in public administration from the University of Southern California.

Guo’s research interests focus on the intersection between nonprofit and voluntary action and government. More specifically, he conducts research on representation, advocacy, governance, collaboration within and across sectors, social entrepreneurship, and volunteerism. He has many published articles in prestigious journals. In 2005, Guo received the David Stevenson Faculty Fellowship from the Nonprofit Academic Centers Council. In 2008, he was selected as a recipient of the inaugural IDEA Award for research promise by the entrepreneurship division of the Academy of Management. In 2012, he was selected as a recipient of the Top Research Paper Award by the public relations division of the National Communication Association.

Guo is actively involved in professional and community service activities. He currently serves on the boards of directors of the Association of Research on Nonprofit Organizations and Voluntary Action and the Nonprofit Quarterly, and he is the senior vice president of the International Council of Voluntarism, Civil Society, and Social Economy Researcher Associations. He also serves on the editorial boards of leading journals of nonprofit studies, such as Nonprofit and Voluntary Sector Quarterly and Nonprofit Management and Leadership. He has consulted with various nonprofit organizations on board governance and organizational change. In 2013, he was selected as a finalist for the Indiana Public Service Award by the Indiana Chapter of the American Society for Public Administration.

Wolfgang Bielefeld, Ph.D., is professor emeritus at the Indiana University School of Public and Environmental Affairs and the Lilly Family School of Philanthropy at Indiana University-Purdue University Indianapolis. He has taught at the University of Texas at Dallas, the University of Minnesota, and Stanford University. He is a former coeditor of the Nonprofit and Voluntary Sector Quarterly (from 2005 to 2010) and has served on the editorial board of VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations. He has served on the board of the Association for Research on Nonprofit Organizations and Voluntary Action and was the program chair for several annual conferences of that organization. His professional experience includes serving on the board of Lutheran Child and Family Services of Indiana/Kentucky. Professor Bielefeld earned his Ph.D. degree in sociology from the University of Minnesota. He also holds an M.A. degree in marketing, an M.A. degree in sociology, and a B.S. degree in engineering. In addition to social entrepreneurship, his research interests include the relations between nonprofit organizations and their environments and the dynamics of the nonprofit sector. He has authored numerous articles and coauthored a number of books, including Managing Nonprofit Organizations and Nonprofit Organizations in an Age of Uncertainty: A Study of Organizational Change. The latter book won the 2001 ARNOVA Best Book Award, the 1999 Independent Sector Virginia A. Hodgkinson Research Prize, and the 1999 Academy of Management, Public and Nonprofit Division, Book of the Year Award.

INTRODUCTION: UNDERSTANDING AND USING SOCIAL ENTREPRENEURSHIP

Even a cursory look at the daily news will be enough to convince the viewer that pressing challenges present themselves at all social levels. We are all familiar with issues such as neighborhood crime and struggling schools, city-wide poverty and unemployment, lack of funding for state services, and the global problems brought about by overpopulation. Moreover, our ever more connected and more rapidly changing world is making these issues far more complex and difficult to solve. Stephen Goldsmith and William Eggers echo the views of many observers: