What do venture philanthropy organisations seek in social enterprises?

Leborgne‐Bonassié, Marie; Coletti, Michele; Sansone, Giuliano

doi:10.1002/bsd2.66

Cited by 21 publications

(21 citation statements)

References 39 publications

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“…This is where CI comes to aid. Several scholars have investigated CI as business concept (Prescott and Bhardwaj, 1995;Krizan, 1999;Miller, 2000;Dishman and Calof, 2008) and various definitions have been provided (for a selection of the most significant CI definitions see Table A1 in the Appendix) (Du Toit, 2013). In accordance with Calof et al (2017), we report a recent and comprehensive definition of CI provided by Bulger (2016, p. 63): [.…”

Section: Literature Review 21 Defining Competitive Intelligencementioning

confidence: 99%

“…Despite some negligible differences, the main recurrent activities of the CI production process are planning, collection, analysis and dissemination (Meyer, 1987;Bernhardt, 1994;Kahaner, 1996;Krizan, 1999;Miller, 2000;Dishman and Calof, 2008;Saayman et al, 2008). These activities are often considered as a cycle that starts with intelligence needs and ends with their communication to the original inquirer.…”

Section: The Competitive Intelligence Practicesmentioning

confidence: 99%

“…Regarding organizational structure, culture and openness to data sharing have been mentioned as inhibitor or facilitator (Correia and Wilson, 2001;Sassanelli et al, 2018;Leborgne-Bonassié, et al, 2019;Garcia-Alsina et al, 2013) as witnessed by statements such as, "the company is enormous and the various areas do not talk each other," "the communication with the headquarter is really hard," "we had troubles with a manager who Competitive intelligence and strategy did not want to share the information, using it as instrument for power," "this company is totally driven by a data sharing culture." As emerged in Case C and B, the company size and distance from the strategic decision may represent relevant blocker for the intelligence diffusion and the overall CI effectiveness.…”

Section: Competitive Intelligence and Strategymentioning

confidence: 99%

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Competitive intelligence and strategy formulation: connecting the dots

Cavallo

Sanasi

Ghezzi

et al. 2020

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Purpose This paper aims to examine how competitive intelligence (CI) relates to the strategy formulation process of firms. Design/methodology/approach Due to the novelty of the phenomenon and to the depth of the investigation required to grasp the mechanisms and logics of CI, a multiple case study has been performed related to four companies located in Brazil that adopted CI practices within dedicated business units to inform and support strategic decision-making. Findings The authors provide detailed empirical evidence on the connection and use of CI practices throughout each stage of the strategy formulation process. Moreover, the study suggests that CI practices, despite their strategic relevance and diffusion, are still extensively adopted for tactical use. Originality/value This study sheds light on how CI practices may inform, support, and be integrated in the strategy formulation process, as few studies have done before.

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Section: Literature Review 21 Defining Competitive Intelligencementioning

confidence: 99%

Section: The Competitive Intelligence Practicesmentioning

confidence: 99%

Section: Competitive Intelligence and Strategymentioning

confidence: 99%

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Competitive intelligence and strategy formulation: connecting the dots

Cavallo

Sanasi

Ghezzi

et al. 2020

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“…Among the key strategic actions that facilitate EE, including the growth in the number of entrepreneurship courses on campus, the establishment and growth of Entrepreneurship Centres and student business plan competitions have become pillars (Sansone et al, 2019;Siegel and Wright, 2015). Moreover, the number of Social Entrepreneurship Centres is growing (Leborgne-Bonassi e et al, 2019).…”

Section: The Role Of Entrepreneurship Education Centres In Italymentioning

confidence: 99%

Entrepreneurship Education Centres in universities: evidence and insights from Italian “Contamination Lab” cases

Secundo

Mele

Sansone

et al. 2020

IJEBR

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PurposeEntrepreneurship Education (EE) is increasing throughout the world. In 2012, the Italian Ministry of Education, University and Research (MIUR) financed Contamination Labs (CLabs), which are laboratories that are aimed at developing entrepreneurial mindsets in all university students. This study analyses the entrepreneurial learning process mechanisms adopted in these CLabs.Design/methodology/approachAn ethnographic case study was performed in two Italian CLabs from October 2017 to December 2019.FindingsFindings demonstrate that the CLabs in Italy are promising Entrepreneurship Education Centres which create programmes to develop an entrepreneurial mindset in students with different educational backgrounds and levels. Interdisciplinarity in the composition of the student teams, virtuous contamination of knowledge and experience between the students and the stakeholders from the entrepreneurial ecosystem are the key pillars to foster an entrepreneurial mindset in all the students.Research limitations/implicationsThe limitations of this work regard the need to expand the analysis to all the other CLabs created in Italian universities.Practical implicationsThe findings provide indications that may be used to guide a university faculty in the design and management of Entrepreneurship Education Centres in collaboration with entrepreneurs, corporations, student clubs, incubators and representatives of the local entrepreneurial ecosystem. Moreover, the results point out a need to develop interdisciplinary entrepreneurial programmes.Originality/valueThe originality resides in the analysis of a novel type of Entrepreneurship Education Centre in Italian Universities created as the result of an ad-hoc Italian policy.

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“…From the mid-to-late 1990s, the venture philanthropy approach has revolutionized grant making through various instruments [6,7]. It supports social enterprises to achieve social and economic benefits [8]. Today, the venture philanthropy is considered as a "new" organizational field and "new" professional culture [7].…”

Section: Introductionmentioning

confidence: 99%

Impact Assessment in Not-for-Profit Organizations: The Case of a Foundation for the Development of the Territory

et al. 2021

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The paper describes the impact assessment method of new projects and investments in a foundation for the development of the territory based on a venture philanthropy approach. It compares the method identified with the main procedures included in the scientific literature. The paper highlights a qualitative case study carried out through three steps: (a) case study selection, (b) data collection, and (c) data analysis. Data were analyzed by three techniques: understanding the context, within-case study, and cross-case study. The result identifies an impact assessment method of new projects and investments used by a foundation for the development of the territory. It highlights a qualitative impact assessment method used for internal reporting purposes. This method is based on an ex-post evaluation with high feasibility, which allows for significant time saving. However, it does not allow for an in-depth cost analysis and presents low credibility. This assessment method can be used to justify contributions to projects and investments.

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What do venture philanthropy organisations seek in social enterprises?

Cited by 21 publications

References 39 publications

Competitive intelligence and strategy formulation: connecting the dots

Competitive intelligence and strategy formulation: connecting the dots

Entrepreneurship Education Centres in universities: evidence and insights from Italian “Contamination Lab” cases

Impact Assessment in Not-for-Profit Organizations: The Case of a Foundation for the Development of the Territory

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