Social Entrepreneurship in Crisis Situations

Kaufman, Roni; Avgar, Amos; Mirsky, Julia

doi:10.18848/1447-9532/cgp/v07i03/39379

Cited by 16 publications

(9 citation statements)

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“…In social enterprises investor demands better social change and also want economic returns (Mair & Hehenberger, 2014), as a result social enterprises need to improve their performance to meet all the challenges. It is important for social enterprises to develop their manager's competencies (Kaufman, Avgar, & Mirsky, 2007), to handle their operations in balance form, otherwise the donors and investors may perceive that their operations as only profit generating rather than serving society (Inoue & Lee, 2011). These arguments suggest the following hypotheses.…”

Section: Management Training and External And Internal Legitimacy And Performancementioning

confidence: 99%

Institutional Drivers for Managers: A study on Training Adoption and its Impact on Social Enterprises Legitimacy and Performance in Pakistan

Mufti

Shah

Peng

et al. 2020

jebi

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BACKGROUND: Despite wide global attention to training programs in business organizations, research on training programs and their outcomes at the social enterprises in general is very limited. This study aims to explicate the drivers and effects of manager’s training.OBJECTIVE: Based on institutional theory, this research explores the reasons why social enterprises train their managers as well as how the legitimacy and performance improves in response to training.METHODS: Our theoretically derived model is tested using survey data obtained from ninety-nine senior managers of social enterprises in Pakistan. Data was analyzed through Partial Least Square structural equation modeling method (PLS-SEM).RESULTS: The results of analysis support the idea that training of managers is synergistically and interactively driven by institutional forces e.g. normative, mimetic and coercive pressures. These institutional pressures spur social enterprises and induce them to adopt training programs to enhance their external and internal legitimacy and improve their performance.CONCLUSIONS: This research emphasizes the importance of institutional pressures in adopting training programs in social enterprises. In sum, the present study provides important insights for senior managers in social enterprises who seek to foster external and internal legitimacy and improve performance. This study makes important contribution to the literature by developing an empirical link between institutional pressures and social enterprises performance. This research reiterates finding in previous studies to show the significance of the institutional forces in adoption of certain practices e.g. training of managers, to monitor the outcomes of training and providing further explanation regarding effects of training on legitimacy and performance.

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Section: Management Training and External And Internal Legitimacy And Performancementioning

confidence: 99%

Institutional Drivers for Managers: A study on Training Adoption and its Impact on Social Enterprises Legitimacy and Performance in Pakistan

Mufti

Shah

Peng

et al. 2020

jebi

View full text Add to dashboard Cite

show abstract

“…A call for an entrepreneurial model was needed to identify clear outcomes for activities, assure more informal structures for speedy decision-making, enforce some decentralization of knowledge and authority, and implement informal policies and procedures to enhance efficiency. Kaufman et al (2007) assessed the main attributes of a social enterprise in recovering from post-soviet economic crisis. These characteristics included flexibility of structure, decentralization of decision-making, and innovation, among others.…”

Section: Exploring the Role Of Social Enterprises And Social Entrepreneurial Organizations (Ses)mentioning

confidence: 99%

How social entrepreneurship can be useful in long-term recovery following disasters

Ibrahim

Ebrashi

2017

JHLSCM

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Purpose This paper supports the call for using a separate research stream for long-term recovery vs disaster relief in humanitarian studies. The purpose of this paper is to highlight the thematic shift towards service operations during this developmental phase and explores the role of social entrepreneurial organizations. It builds from the literature on service operations management and social entrepreneurship to promote theory in humanitarian operations management. Design/methodology/approach This exploratory study uses literature concepts and field data from multiple development case studies of social entrepreneurial organizations and social enterprises in Africa and the Middle East to analyze service operations. Findings Clear contributions to the role of social entrepreneurship in providing humanitarian and development services were identified and categorized according to service operations management stages. Practical implications This paper has important practical implications. The positioning of social entrepreneurial organizations as humanitarian service providers would open opportunities for new collaborations between donors and social organizations. Mainstream NGOs dominate the scene of servicing local communities; leaving aside social entrepreneurial organizations with substantial room for innovation that they might bring to the sector. In addition, social entrepreneurial organizations’ ability to build business models and design sustainability and scalability aspects for their operations may bring long-term development to impoverished communities. Global NGOs as well as government actors who carry out the first three stages of humanitarian operations could plan on working with (or even help creating) social entrepreneurial organizations to help with long-term recovery. Originality/value This study examines the implications of two bodies of literature; service operations management and social entrepreneurship on humanitarian operations management research. It concludes with a conceptual framework emphasizing the contributions of social entrepreneurship in planning, development, delivery, and distribution of services in the long-term recovery humanitarian and development operations.

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“…Social entrepreneurs do not act alone; they develop and then act within an organizational context. Therefore, entrepreneurship should be viewed as the behavioral characteristics of an organization [35].…”

Section: B Social Entrepreneursmentioning

confidence: 99%

Social Entrepreneurship in Turkey: A Content Analysis Assessing Ashoka Fellows

İnci¹

2016

IJTEF

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Social entrepreneurship is growing rapidly with increased attention from government, businesses, non-governmental organizations (NGOs), public, universities and media. It is an emerging area of investigation within the entrepreneurship and not-for-profit literatures. In developing countries such as Turkey, the term has been revealed especially after 2000s. There is only little research about this concept in Turkey, so this paper aims to fill this gap and introduce social entrepreneurs in Turkey. Ashoka is the largest network of social entrepreneurs worldwide with nearly 3,000 fellows in 70 countries. Ashoka fellows have innovative solutions to social problems and the potential to change patterns across society. So I have investigated Ashoka fellows in Turkey, because they are leading social entrepreneurs in this country. At the end of the study it has been understood that it is not possible to say developed countries have more social entrepreneurs than underdeveloped countries and vice versa. In the world, most widespread fields of social entrepreneurs are economic development (%19,8), human rights (%18), and civic engagement (%17,2). In contrast; civic engagement (%40) is very dominant in Turkey. It is interesting that there is not any social entrepreneur working on learning/education in Turkey while world percentage of this field is %16,2. Another result of this study is that economic stability affects number of social entrepreneurs at least in Turkey. The findings about gender of social entrepreneurs in Turkey are surprising. Because number of women and men social entrepreneurs in Turkey are almost equal although there are very few women entrepreneurs against men in Turkey's economic enterprises. Index Terms-Ashoka, Ashoka fellows in Turkey, social entrepreneurship, social entrepreneurs. I. LITERATURE REVIEW A. Social Entrepreneurship Much of the literature on social entrepreneurship debate definitional and domain issues with a heavy focus on conceptual over empirical research. Therefore there is a confusion resulting in no unified definition [1]. Although problems that governments are unable to solve are increasing, and social entrepreneurship is as important as commercial entrepreneurship; adequate numbers of researches have not been made concerning social entrepreneurship [2]. The term "intrapreneur" and "corporate entrepreneur" are used synonymously and generally refer to corporate managers who

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Social Entrepreneurship in Crisis Situations

Cited by 16 publications

References 0 publications

Institutional Drivers for Managers: A study on Training Adoption and its Impact on Social Enterprises Legitimacy and Performance in Pakistan

Institutional Drivers for Managers: A study on Training Adoption and its Impact on Social Enterprises Legitimacy and Performance in Pakistan

How social entrepreneurship can be useful in long-term recovery following disasters

Social Entrepreneurship in Turkey: A Content Analysis Assessing Ashoka Fellows

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