Social entrepreneurship is not new, but has gained greater visibility and recognition in recent years due to its growing worldwide impact.  As in the case of business entrepreneurship, social entrepreneurship starts with an entrepreneur who has a novel idea, an innovative product or service, a creative approach to solving a perceived problem, a new business model, and/or a previously untried approach to product or service delivery. However, social entrepreneurship differs from business entrepreneurship because it is after sustainable solutions to societal problems and aims at social change rather than market expansion. It is, therefore, seen more as an agent of change than a profit-seeking enterprise.  This paper explores the characteristics of social entrepreneurship, and the factors that make a difference in its success or failure. It also sheds some light on what a social entrepreneurship is and what it is not. Finally, it examines the missions and contributions of six successful social entrepreneurships: The Grameen Bank of Bangladesh, ADAPT of Egypt, BRAC of Bangladesh, Instituto de Pesquisas Ecologicas of Brazil,  the Aravind Eye Care Hospitals  of India, and Televerde’s Prison Call Centers of the United States. The impact of the first four has spread beyond their countries of origin, either through the geographic expansion of their operations or the application of the same concept or business model by social enterprises in other countries.

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Most countries be they developed or developing, rich or poor, and large or small compete for a larger share of the international tourism dollars. They capitalize on their cultural heritage, historic landmarks, rich wildlife, ancient monuments, scenic beauty, and other distinctive attractions and invest in world class resorts, hotels, and entertainment facilities to increase their appeal to the greatest numbers and different types of international travelers. However, success in international tourism is not without a cost. Aside from the investment needed for developing, upgrading, and maintaining the tourism infrastructure, there are environmental and social costs that need to be measured and carefully managed. Although many economists point to the revenues that are earned by destination countries from international tourism, some observers in developing countries show concern about the creation of a state of economic, political and cultural dependency that may have long-term negative consequences. This article explores the history, present importance, trends, and growth patterns of international tourism. It addresses a number of questions: 1) Has international tourism been a curse or a blessing for countries that have become economically dependent on it?, 2) Have recent trends been more or less favorable to the poorest countries?, 3) What are the forces that bring about shifts and changes in international tourism?, and 4) What are the future prospects for this industry?

The rise of the labor movements in the United Kingdom in the 17^th century and in the United States in the 19^th century, their growth through most of the 20^th century, and their steady decline since the 1970s reflect several similarities and differences in their experiences, strategies, tactics, and goals. Both movements faced many early challenges that threatened their survival, and went through growth periods, followed by the current decline phase in which they are struggling to prove their worth and relevance in changing economies and new labor market realities. This article examines the similarities and differences in these labor movements’ experiences, and in their past and current environments. It argues that labor unions are not likely to face the destiny of the dinosaurs, but they may have to continue to evolve, adjust, and innovate to stop their decline and appeal to a changing labor force. Their bread and butter focus, however, is likely to remain as the core of their existence.