What Does it Take to Support a Change Maker? The Effects of Organizational Maturity, Business Model and Mission Orientation on the Support Needs of Social Entrepreneurs (Working Paper)

Vandor, Peter; Hansen, Hinnerk; Millner, Reinhard; Asyamova, Alena

doi:10.2139/ssrn.2673077

Cited by 4 publications

(13 citation statements)

References 32 publications

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“…To wrap things up, a few scientists contend that with a specific end goal to be considered social enterprise, the procedure needs to take after or be presented in the rationale of the business sector [8]. Though a few researchers and policymakers associate urgent significance to the necessity of earned pay for a man to be a social entrepreneur [9]; [10], whereas others characterize social enterprise all the more barely, as financially supportable endeavors that create value on social level [11], paying little heed to where the income originates from. Consequently, we can comment that this is the trademark which as of now appears to get the least agreement from the analysts.…”

Section: Introductionmentioning

confidence: 99%

Measurement of Social Effect in Social Entrepreneurial Ventures

Ali¹,

Fakhruddin²,

Jahangiri³

et al. 2020

IJMH

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In this reality accountability has turned into an institutional foundation and measurement defines value as per increasing requirements of stakeholders. The motivation behind this paper is to address change and its effects in progress on a social level. No matter the harbinger of change is social entrepreneurial ventures, social innovation or socially obligated activities, it deciphers into a change in business as standard of the society. In this way, the dialogue of our paper spins around quality, social issue, enterprise and it associates them to the effect on social level they produce by introducing the systems used to quantify this effect and their essential reservations. The systems for measuring the societal effect found in the literature inclines toward measurement in monetary sense and it tends to disregard the significance of the psychological influence an organization may have over its objective customers. Moreover, social effect is translated from organizational aspects and of the financial specialists, disregarding the clients that are the object of the influence. Additional discoveries expose that there is no appropriate legal enactment to manage this turf and no specific regulatory frameworks to administer the social affect. Three standards are proposed supporting social effect estimation model (supportability, included quality and adaptability).

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Section: Introductionmentioning

confidence: 99%

Measurement of Social Effect in Social Entrepreneurial Ventures

Ali¹,

Fakhruddin²,

Jahangiri³

et al. 2020

IJMH

View full text Add to dashboard Cite

show abstract

“…Highly involve social entrepreneurs as individuals and occur before the actual formation of social enterprises (Vandor et al, 2012). At nascent maturity, these two stages focus on how social entrepreneurs explore new opportunities and ideas that stemming from personal commitment and social problems that they had experienced.…”

Section: Intention Formation Stage and Idea Development Stagementioning

confidence: 99%

“…After social entrepreneurs have settled upon an idea, they now have to develop business plans to advance those ideas (Vandor et al, 2012).…”

Section: Intention Formation Stage and Idea Development Stagementioning

confidence: 99%

“…In the start-up initiative stage, social entrepreneurs start to form teams, establish social enterprises, and identify customers and beneficiaries (Vandor et al, 2012). This stage also highlights "legal formalizations" such as the registration of social enterprises as companies, formation of organizational structure, and the focus on financing.…”

Section: Start-up Initiative Stagementioning

confidence: 99%

“…The running operations stage is focused on social enterprises' attempts to validate their "proof-of-concept" as they become more mature (Vandor et al, 2012).…”

Section: Running Operations Stagementioning

confidence: 99%

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Social Enterprises: Relationship between Economic Profits and Social Values

Karnchanapimonkul

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Social enterprises emerge as a newer type of organization that that combines elements of for-profit and non-profit organizations, and are gaining recognition as a potential driver of sustainable development. Social enterprises typically have the economic and the social objective that may contradict each other to produce trade-offs, or reinforce each other to produce synergies. Hence, this research aims to determine whether there are trade-offs or synergies between the economic and the social objective of social enterprises in Thailand, and determine the micro, meso and macro level factors that influence the relationship between the objectives of social enterprises. This research performed regression analysis on social enterprises data, and also analyze macro level factors of Thailand based on the Macro-Institutional Social Enterprise (MISE) framework. The results show that social enterprises in Thailand show trade-offs with prioritization of the economic objective over the social objective, which is consistent to the macro level factors showing relatively low government social welfare spending and international aid, and an efficiency-driven economy. These findings raise the potential concern of the co-optation of the social enterprise concept by private companies. Additionally, the results show that funding by grants lead to higher output of the social objective of social enterprises. With this in mind, this research recommends that policy support should incentivize private companies to give funding in the form of grants to social enterprises to deter co-optation, while social enterprises must also be able to demonstrate higher output of the social objective to be eligible to receive the grants.

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