From state partnership to social entrepreneurship: A top‐down approach to social enterprise in China

Abstract

Social enterprises are hybrid organizations that combine for‐profit, market‐based practices with nonprofit goals. Social enterprises in China face specific political and institutional challenges that negatively affect their development. This study explores how a Government‐Organized Non‐Government Organization (GONGO) overcomes institutional challenges at different stages of social enterprise development by engaging strategies, which eventually lead to the establishment of a sustainable social enterprise. The GONGO applies social entrepreneurship in the three major aspects of identifying challenging social problems, implementing innovative market‐based solutions, and initiating long‐term institutional changes to tackle the stubborn social issue. This study demonstrates a unique top‐down social enterprise model and shows that in an authoritarian context, the GONGO could potentially take up the role of developing new social enterprise. This study initiates a deeper conversation between social entrepreneurship and China's socio‐political development.

“I Believe More in the Ability of the Small Person to Make Big Changes”: Innovation and Social Entrepreneurship to Promote Public Health in Israel

“…Social entrepreneurs prioritize the needs of marginalized or underserved communities and strive to create a more equitable and just society [ 9 ]. Social entrepreneurship is vital in addressing societal and community problems, promoting sustainability, and empowering marginalized groups in society to achieve their full potential [ 10 , 11 ]. Social entrepreneurship can help bridge the gaps between the public and private sectors, applying resources and expertise to address critical public health needs such as poverty, homelessness, and food deserts [ 12 ] through effective collaborations with government agencies [ 13 ].…”