Social Entrepreneur Servant Leadership and Social Venture Performance: How are They Related?

2021 ◽  
Author(s):  
Sarah Kimakwa ◽  
Jorge A. Gonzalez ◽  
Hale Kaynak
Keyword(s):  
Servant Leadership ◽  
Social Entrepreneur ◽  
Venture Performance ◽  
Social Venture

Elucidating technology-based social entrepreneurs’ scale and scope perspectives: a study of environmental and organizational variables

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Som Sekhar Bhattacharyya
Keyword(s):  
Social Entrepreneurship ◽  
Research Study ◽  
New Ventures ◽  
Theoretical Perspective ◽  
Two Dimensions ◽  
Government Support ◽  
Social Entrepreneur ◽  
Social Entrepreneurs ◽  
Content Type ◽  
Social Venture

Purpose The purpose of this paper was to ascertain how social entrepreneurs were required to recognize their new ventures’ scope and scale of operations. The firm boundary was based upon two dimensions, namely, the scope of the offering and its scale. The objective of this research was to ascertain the thinking regarding this of social entrepreneurs engaged through technology-based social entrepreneurship (TBSE). Design/methodology/approach This study conducted an in-depth interview of 26 technology entrepreneurs engaged in social entrepreneurship ventures in India. The interview was carried out based upon a semi-structured open-ended questionnaire. This study undertook thematic and relational content analysis to develop a model of technology-based social entrepreneurs’ venture scoping and scaling. Findings This study found that the antecedent variables were the level of support perceived by social entrepreneur from government and at the industry level. Furthermore, the variables’ entrepreneurial and market orientation of social entrepreneurs were found to be the independent variables. These four variables in turn determined the explorative and exploitative horizon of the technology-based social entrepreneurs. Finally, an interplay of these variables ascertained the perspectives of social entrepreneurs engaged in TBSE regarding the notion of their firm’s scope and scale. Research limitations/implications The theoretical insights developed in this research study provided an integrated theoretical perspective accommodating both environmental perspectives (industry support and government support) and organizational perspectives (entrepreneurial and market aspects). This was in context of TBSE. Practical implications The insights from this research study could provide a robust and comprehensive understanding to social entrepreneurs regarding the strategic thinking towards scale and scope for a technology-based social venture. Originality/value To the best of the author’s knowledge, this study was one of the first theoretical works in TBSE towards scaling versus scoping perspectives.

Qasab: Kutch Craftswomen’s Producer Co. Ltd.

2018 ◽  
Vol 22 (02) ◽  
pp. 255-277
Author(s):  
Shweta Mittal ◽  
Vishal Gupta ◽  
Manoj Motiani
Keyword(s):  
Sustainable Development ◽  
Cultural Identity ◽  
Social Entrepreneurship ◽  
Social Innovation ◽  
Social Entrepreneur ◽  
Ethnic Communities ◽  
Traditional Art ◽  
The Social ◽  
Social Venture ◽  
The Impact

The ‘Qasab’ case is designed to teach students about the characteristics of social entrepreneurship and the impact it has on the society. It also describes how sustainable development and social innovation are interlinked. ‘Qasab’ was an organization whose main focus was to preserve the traditional art of the Kutch region. The case describes the genesis and the journey of ‘Qasab,’ how it preserved the traditional art forms, and the personality traits of Pankaj Shah (the social entrepreneur who started ‘Qasab’). The case talks about the problems faced by the artisans in the region, which led to the formation of this social venture. Also, it touches upon the HR challenges faced by a social entrepreneur. At the time this case was written, ‘Qasab’ had become a collective enterprise comprising 1,200 rural master craftswomen from 11 ethnic communities spread across 62 villages in the arid interiors of Kutch and has been formally structured and registered as a ‘Producer Company’ owned by traditional craftswomen. ‘Qasab’ included different communities such as — ‘Mutwa’, ‘Sodha Rajput’, ‘Jat-Daneta’, ‘Meghwal’, ‘Sindhi Memon’, ‘DhebariyaRabari’, ‘KacchiRabari’, ‘Ahir’, ‘Halepotra’, ‘Sumra,’‘Hingorja’ and ‘Pathan’ — that had distinct embroidery styles and emphasized maintaining these styles (since the embroideries were an integral part of their cultural identity) — to preserve their unique identities. ‘Qasab’ was known for its outstanding quality of authentic Kutch embroidery, appliqué and patchwork products, its hallmark being traditional motifs reflecting the cultural identity of each community in contemporary designs through items of premium quality. ‘Qasab’ had made artisans stakeholders in the organization and was able to preserve the distinct art of each community. The case is based on the theme of social entrepreneurship and analyzes the process of the emergence of such enterprises, their importance and the factors that lead to their success and sustainability. Students can assess how these organizations are different from other types of organizations. The case should help students to find the parameters that show that social innovation and sustainable development are interlinked. The case can be used to study the business model of social innovation.

A mission of service: social entrepreneur as a servant leader

2018 ◽  
Vol 24 (3) ◽  
pp. 755-767 ◽  
Author(s):  
Irina Petrovskaya ◽  
Araksya Mirakyan
Keyword(s):  
Servant Leadership ◽  
Social Entrepreneurship ◽  
Sampling Technique ◽  
Social Entrepreneur ◽  
Future Research ◽  
Snowball Sampling ◽  
Social Entrepreneurs ◽  
Content Type ◽  
Leadership Attributes ◽  
Future Research Agenda

Purpose The purpose of this paper is to establish a conceptual link between the research domains of social entrepreneurship and servant leadership by exploring the proposition that social entrepreneurs may have specific leadership attributes that allow classifying them as servant leaders. Design/methodology/approach Five servant leadership attributes were identified based on the literature review: altruism, humility, integrity, trust in others and empathy. In an exploratory study, these attributes were examined in a sample of 78 Russian entrepreneurs. Findings Survey results indicate that social entrepreneurs indeed differ from traditional ones in four of the perceived servant leadership attributes: altruism, integrity, trust in others and empathy. However, no differences in humility between social and traditional entrepreneurs were found. Research limitations/implications The limitations of this study are the sample size and the sampling technique used (targeted and snowball sampling). Another limitation is the nature of the instrument used: servant leadership attributes were measured through a self-assessment questionnaire, making it susceptible to a social desirability bias. The study contributes toward setting a future research agenda for the further studies of both social entrepreneurship and servant leadership. Originality/value This paper introduces a conceptual connection between social entrepreneurship and servant leadership. No such study had been reported prior to this research.

OSCAR Foundation: empowering lives through football

2016 ◽  
Vol 6 (3) ◽  
pp. 1-32
Author(s):  
Elsa Varghese ◽  
Meena Galliara ◽  
Manjari Srivastava
Keyword(s):  
Learning Outcomes ◽  
Social Entrepreneurship ◽  
Social Enterprise ◽  
Subject Area ◽  
Social Entrepreneur ◽  
Dropping Out ◽  
Content Type ◽  
Non Profit ◽  
Social Venture ◽  
Set Up

Subject area Social entrepreneurship, Social enterprise. Study level/applicability Masters Programme in Social Entrepreneurship, Social Work, Business Administration; Management Development Programme for Social Entreprenuers. Case overview Organisation for Social Change, Awareness and Responsibility (OSCAR) Foundation is a non-profit organisation registered in 2010 under the Bombay Public Trust Act, 1950. Born and raised in the slum colony of Ambedkar Nagar, Cuffe Parade, Ashok, the founder, grew up seeing his friends becoming a victim to many socially inappropriate behaviours due to dropping out of school. Inspired by the thought of breaking this vicious cycle, Ashok used football as a mechanism to instil essential life skills among children and youth and encouraged them to continue their education. The success of his pilot motivated him to set up OSCAR. Presently, through its various programmes, the organisation has reached out to more than 3,000 marginalised children and 500 youths and aims to reach out to 20,000 children by 2020. The case highlights the struggles of Ashok’s entrepreneurial journey and maps the new challenges in scaling up his enterprise. Expected learning outcomes The expected learning outcomes are as follows: to identify the characteristics of a social entrepreneur and ascertain the leadership skills required by a social entrepreneur; to scrutinise the life cycle of a social enterprise and develop insights to examine the unique risks and challenges faced at the start-up phase of the social enterprise; and to enhance the understanding of interrelationship between passion, mission focus and challenges to attain financial sustainability for a social venture. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 3: Entrepreneurship.

scholarly journals Toward a typology of social entrepreneurs: the interplay between passionate activism and entrepreneurial expertise

2020 ◽  
Vol 27 (4) ◽  
pp. 509-530
Author(s):  
Michael A. Abebe ◽  
Sarah Kimakwa ◽  
Tammi Redd
Keyword(s):  
Social Entrepreneurship ◽  
Social Engagement ◽  
Profile Analysis ◽  
Social Entrepreneur ◽  
Social Entrepreneurs ◽  
Career Experiences ◽  
Content Type ◽  
Social Venture ◽  
Corporate Business

PurposeThis paper contributes to research in social entrepreneurship by introducing a typology that describes four distinct types of social entrepreneurs based on the nature of their lives and career experiences and the scope of their social engagement.Design/methodology/approachIn order to build a typology of social entrepreneurs, inductive profile analysis and archival research design approaches were used. A large variety of social entrepreneur profiles that are available in prominent social entrepreneurship organizations such as Ashoka Foundation, Echoing Green, Schwab Foundation and Skoll Foundation were examined.FindingsUsing four types of social entrepreneurs from the typology, the authors developed a number of predictions as to how social entrepreneurs with an activist background may benefit more in the short term but possibly struggle in the long term given their attachment to their venture's “original” cause and lack of corporate/business experience.Originality/valueBy developing a typology of social entrepreneurs and discussing the implications of this typology for post-launch social venture performance, the paper advances the current understanding of social entrepreneurs and the performance of their ventures. Additionally, by focusing on social entrepreneurs as agents of social change, this paper sheds some light on who these entrepreneurs are, what kind of life and career experiences they had and what motivates them to engage in social entrepreneurship.

What Inspires Social Entrepreneurship? The Role of Prosocial Motivation, Intrinsic Motivation, and Gender in Forming Social Entrepreneurial Intention

2020 ◽  
Vol 0 (0) ◽  
Author(s):  
Reza Yamini ◽  
Daria Soloveva ◽  
Xiaobao Peng
Keyword(s):  
Social Entrepreneurship ◽  
Self Determination Theory ◽  
Entrepreneurial Intention ◽  
Social Entrepreneur ◽  
Prosocial Motivation ◽  
The Social ◽  
Intrinsic Motivations ◽  
Social Venture ◽  
And Gender

AbstractThis paper applies the assumptions of self-determination theory to study social entrepreneurial intention. We suggest that motivational forces, identified as autonomous and controlled, affect an individual’s intention to start a social venture. The study extends the social entrepreneurial intention research by examining the effect of prosocial and intrinsic motivations on an individual’s inclination to become a social entrepreneur and by testing the role of gender. Prosocial and intrinsic motivations are found to positively affect social entrepreneurial intention of individuals. Furthermore, females have demonstrated to be more influenced by the combination of motivational factors compared to males.

Rahama Wright and Shea Yeleen

2018 ◽  
Vol 2 (1) ◽  
pp. 43-57
Author(s):  
Lakshmi Balachandra ◽  
Donna Stoddard
Keyword(s):  
West Africa ◽  
Young Female ◽  
Social Entrepreneur ◽  
Shea Butter ◽  
Nascent Entrepreneurs ◽  
Decision Point ◽  
For Profit ◽  
Social Venture ◽  
Sahel Region

Rahama Wright and Shea Yeleen is the story of a young female social entrepreneur, Rahama Wright, who started a nonprofit venture, Shea Yeleen, to train women in West Africa with a more lucrative livelihood by manufacturing shea butter to earn higher wages. The case describes the shea butter industry in Africa, the role of women in the industry, and Wright's background in nonprofit and government as her rationale for starting a nonprofit venture. The case outlines the different organizational forms that nascent entrepreneurs could start when creating a venture and ends with a decision point if Wright should continue running a nonprofit or if she should convert to a for-profit social venture. The case offers students an opportunity to understand the differences between nonprofits and for-profit ventures from organizational, strategic, and personal perspectives. Given Wright's goals and the dynamics of the shea butter industry, students learn that running a nonprofit is not sustainable and find that she did convert to a for-profit social venture in order to accomplish her mission of empowering women in the Sahel region of Africa.

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