Lessons from an older sibling: Social entrepreneurship and corporate social responsibility

2021 ◽  
pp. 1-11
Author(s):  
Jeff Muldoon ◽  
Vitaliy Skorodziyevskiy ◽  
Shawn Keough ◽  
William Phillips
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Social Entrepreneurship ◽  
Corporate Social ◽  
Older Sibling

From Corporate Social Responsibility to Social Entrepreneurship

2016 ◽  
pp. 78-92
Author(s):  
Eva Asensio ◽  
Jesús Perán ◽  
Yolanda Rodríguez
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Social Entrepreneurship ◽  
Business Models ◽  
Negative Impact ◽  
Point Of View ◽  
Economic Changes ◽  
Creating Shared Value ◽  
Unethical Practices ◽  
Corporate Social

Corporate Social Responsibility has become more significant among companies and other institutions. Nevertheless, the traditional approach of corporate social responsibility, based on preventing the possible negative impact of irresponsible and unethical practices, is no longer enough. The profound socio-economic changes, accelerated as a result of the global economic crisis, demand a further step respect to corporate social responsibility paradigm linking to the so-called social entrepreneurship, understood here as the incorporation of new social demands to business models. This chapter aims to redefine the concept of social entrepreneurship from an eclectic point of view and present a methodological approach for their measurement as a tool for business strategic planning. The theoretical proposal of social entrepreneurship tries to link creating shared value concept with the stakeholder theory, paying special attention to the Social Return on Investment (SROI) method, together with neuroscientific approach, as tools for the measurement of social value.

Social Entrepreneurship and Corporate Social Responsibility in the Russian Federation

2020 ◽  
pp. 199-218
Author(s):  
Ruslan Sadyrtdinov
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Nonprofit Organizations ◽  
Social Entrepreneurship ◽  
Cost Benefit Analysis ◽  
Social Activity ◽  
Social Enterprises ◽  
Corporate Behavior ◽  
Success Stories ◽  
Corporate Social

Implementing social entrepreneurship and corporate social responsibility (CSR) concepts in Russia is discussed in this chapter. CSR and social enterprises have been developing dynamically in Russia since the mid-2000s, and the author believes that they can be used to foster further social and economic transition. The issues related to the Russian success stories of social enterprises and socially responsible corporate behavior are outlined. An emphasis is made on identifying government and private institutions and instruments supporting the social activity of profit and nonprofit organizations. Techniques for evaluating CSR in Russia are described. Due to incomplete data in nonfinancial reports it is difficult to derive a cost-benefit analysis for CSR projects. Instead, indicators for nonfinancial reports are selected and indices are constructed by measuring the quality and frequency of their disclosure. The chapter concludes by outlining the main challenges and potential drivers to promote further development.

scholarly journals Transforming corporate governance through effective corporate social responsibility (CSR) and social entrepreneurship orientation in Nepal

2019 ◽  
Vol 1 (1) ◽  
pp. 26-49 ◽  
Author(s):  
Seeprata Parajuli ◽  
Srijana Rajbhandari ◽  
Ashok Joshi ◽  
Sujan K.C. ◽  
Udbodh Bhandari
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Social Entrepreneurship ◽  
Well Being ◽  
General Situation ◽  
Corporate Sector ◽  
Corporate Policies ◽  
Development Interventions ◽  
Present Context ◽  
Corporate Social

Background: Different studies and development interventions have con­firmed that socio-economic progress of a society is largely influenced by the exhibited level of corporate social responsibility (CSR) and social entrepre­neurship orientation taken into account. This reality may serve in the same magnitude in context of present Nepalese corporate sector. However, differ­ent studies indicate that only a limited number of organizations are involved in such activities in the present context of Nepal. On the other hand, truthful participation with corporate social responsibility (CSR) related initiatives has been made mandatory in many countries thereby governing the CSR initiatives by defined rules and regulations. Objectives: The thrust of this paper was to understand the magnitude and direction of CSR and social entrepreneurial orientation of the Nepalese corporate sector, its current state, issues, challenges and ways forward. Methods: Accomplished on qualitative paradigm of study as a blend of guided literature reviews, seminar discourses and general situation ob­servation and analyses, it may be claimed as a developmental discourse. Results: The Nepalese corporate sector has been positively inclined to­wards enhancement of brand image, reputation and societal relationship by means of truthful engagement in CSR and societal entrepreneurship initiatives. Conclusions: The attainment of socio-economic well-being can be wit­nessed by implementing effective CSR and social entrepreneurship ini­tiatives. Insufficient preparedness of the public agencies with lack of fol­low-up, financing crises, traditional corporate policies and procedures have been the impeding issues affecting the design and execution of CSR and social entrepreneurship initiatives at present in Nepal. Implications: Required strict policy regulations at governing level and ef­fective programming at implementation at corporate or industry level.

scholarly journals Aligning Corporate Social Responsibility with the United Nations’ Sustainability Goals: Trickier than it Seems?

ECONOMICS ◽  
2021 ◽  
Vol 9 (1) ◽  
pp. 161-177
Author(s):  
Christer Thörnqvist ◽  
Jonna Kilstam
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
United Nations ◽  
Social Entrepreneurship ◽  
Human Life ◽  
Global Order ◽  
Scientific Debate ◽  
The Common ◽  
The United Nations ◽  
Corporate Social

Abstract This article explores the profound mismatch between the United Nations 2030 Agenda for Sustainable Development and fundamentals for Corporate Social Responsibility (CSR). The common survival of human life, society, and the global order as we know it, and the need for companies to make profit is not easy. The intractability of the problem is often underestimated in public as well as scientific debate. This article discusses the problem and possible ways to cope with it through ‘social entrepreneurship’ illustrated here by a study of nine firms in Sweden. The study draws on an amalgamation of Schumpeterian theory about “creative destruction” and the concept of “Emerging Davids vs. Greening Goliaths.”

What Does Entrepreneurship Add to the Understanding of Corporate Social Responsibility Management in Sport?

2020 ◽  
pp. 1-13
Author(s):  
Cleo Schyvinck ◽  
Kathy Babiak ◽  
Bram Constandt ◽  
Annick Willem
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Social Entrepreneurship ◽  
Social Engagement ◽  
Short Term ◽  
Professional Soccer ◽  
Sport Teams ◽  
Depth Study ◽  
Strategic Csr ◽  
Corporate Social

Despite the widespread growth of corporate social responsibility (CSR) initiatives in sport, the majority of professional sport teams still manage social engagement in an opportunistic manner. Tactical attempts toward CSR management can provide discrete and short-term benefits, but lack the ability to create lasting social and economic impacts. This study uses an entrepreneurship perspective to study CSR management in sport. More specifically, it builds on the concept of corporate social entrepreneurship (CSE) to study the transition toward more strategic CSR approaches. Through an in-depth study of a single professional soccer case in Belgium, the drivers of CSE and their relation to strategic CSR development and implementation were explored. The findings indicate the importance of having an intrapreneur, an enabling organization, and, to some extent, stakeholder alliances. Challenges, however, arise at the level of organizational culture and aiming for shared value creation.

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