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.

Quandary of a social entrepreneur

2018 ◽  
Vol 8 (1) ◽  
pp. 1-16
Author(s):  
Shalaghya Sharma ◽  
Anjani K. Singh
Keyword(s):  
Learning Outcomes ◽  
Social Entrepreneurship ◽  
Business Models ◽  
New Ventures ◽  
Subject Area ◽  
Social Entrepreneur ◽  
Social Entrepreneurs ◽  
Content Type ◽  
New Business ◽  
Management Students

Subject area Social entrepreneurship Study level/applicability The case can be a learning resource for management students and budding entrepreneurs with aspirations for a career in the field of social entrepreneurship. Case overview This case examines the organizational change and dilemmas social entrepreneurs have to face when enterprises grow. The organization under study “Action for Children Today” (ACT) aimed to help under privileged children. The organization was the brain child of young, energetic, media professional Ananthi Subramanian. Ananthi had never dreamt of being a social entrepreneur, but her mission of inclusion for underprivileged orphans in mainstream society by educating and inculcating skills, took her towards a new life and career. The endeavour began as a shelter for homeless children, but Ananthi came across other issues faced by the children, so new ventures were added under the umbrella of ACT. Although it was never an easy journey, Ananthi’s commitment kept her motivated to work for the cause and the organization that started with just one child has been home to more than 300 children up to the present day. ACT had its share of ups and downs through its journey and the case is based on certain issues and challenges that the organization had to face and how it overcame those hurdles. Expected learning outcomes Expected learning outcomes are as follows: a better understanding of different forms of social entrepreneurship; an understanding of problems and challenges faced by social entrepreneurs; and an understanding of how to implement new business models. 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

Evans Wadongo: bridging the electricity divide in Kenya

2015 ◽  
Vol 5 (2) ◽  
pp. 1-12
Author(s):  
Hadiya Faheem
Keyword(s):  
Sustainable Development ◽  
Rural Communities ◽  
Social Entrepreneurship ◽  
Business Strategy ◽  
Subject Area ◽  
Social Entrepreneur ◽  
Bottom Of The Pyramid ◽  
Bottom Line ◽  
Content Type ◽  
Set Up

Subject area Social entrepreneurship, Business Strategy. Study level/applicability MBA/MS. Case overview The case discusses about Evans Wadongo, a Kenya-born engineer and social entrepreneur, and his efforts of lighting up the rural communities of Kenya through his MwangBora solar lanterns. Wadongo through his social enterprise Sustainable Development for All-Kenya (SDFA-Kenya) economically empowered women, educated children and empowered youth by creating employment opportunities for them. By 2012, SDFA-Kenya had successfully impacted the lives of 1,20,000 people, benefited more than 60 community groups and set up around 30 economic ventures. Expected learning outcomes Concept of social entrepreneurship, business model innovation, product innovation, bottom of the pyramid as a market, sustainable development, triple bottom line. 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.

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.

From NPO to social enterprise: the story of Schwab awardee, Sharanjeet Shan

2019 ◽  
Vol 9 (4) ◽  
pp. 1-23
Author(s):  
Kerryn Ayanda Malindi Krige ◽  
Verity Hawarden ◽  
Rose Cohen
Keyword(s):  
South Africa ◽  
Social Entrepreneurship ◽  
Social Enterprise ◽  
Social Entrepreneur ◽  
Financial Sustainability ◽  
Social Investment ◽  
Content Type ◽  
Corporate Social ◽  
Corporate Social Investment

Learning outcomes This case study introduces students to the core characteristics of social entrepreneurship by teaching Santos (2012) positive theory. The case allows students to transition from comprehension and application of what social entrepreneurship is, to considering how they operate. Druckers (2005) argument that social organisations will never have sufficient resources to do their work because they operate in an environment of infinite need is the catalyst for a conversation on resource dependency theory and the risks of mission drift. Students are introduced to the funding spectrum that can be used to understand the type of income that comes to an organisation, and to apply this to the case. By the end of their studies, students should be able to apply the Santos (2012) definition to social enterprises and social entrepreneurs, have insight into the complexity of operating in an environment of infinite need and able to apply the funding spectrum as a tool to manage to understanding financial sustainability. Case overview/synopsis The case tells the story of Sharanjeet Shan, a globally recognised social entrepreneur, and recipient of the Schwab Foundation’s Social Entrepreneur of the Year award in 2015. Shan moved to South Africa as the country moved into democracy, and has spent the past 20-plus years building the skills of Black African school children in mathematics and science through the organisation she leads, Maths Centre. But the country remains at the bottom of world rankings for the quality of its maths and science education, despite spending more per capita on education than any other country in Africa. Maths Centre has seen a dip in donations despite steady growth in the amount of money that businesses are investing in social change in South Africa through corporate social investment. But does Shan really need more donor income? Or are there other ways that she can build the financial sustainability of Maths Centre? Complexity academic level This case study is aimed at students of non-profit management, entrepreneurship, social entrepreneurship, women in leadership, corporate social investment, development studies and sustainable livelihoods. It is written at an Honours / Masters level and is therefore also appropriate for use in customised or short programmes. The case study is a good introduction for students with a background in business (e.g. Diploma in Business Administration / MBA / custom programmes) who are wanting to understand social enterprise and apply their learning's. Supplementary materials A list of supplementary materials is provided in the Teaching Note as Table I, which includes video's, radio interview recordings and a book chapter. Subject code CSS 3: Entrepreneurship.

scholarly journals Surabaya Zoo: a social enterprise on the cross road

2014 ◽  
Vol 4 (2) ◽  
pp. 1-13
Author(s):  
Aluisius Hery Pratono ◽  
Mario Antonio Lopez ◽  
Ruswiati Surya Saputra
Keyword(s):  
Public Policy ◽  
Learning Outcomes ◽  
Social Enterprise ◽  
Local Authority ◽  
Feasibility Studies ◽  
Subject Area ◽  
Ethical Analysis ◽  
Financial Sustainability ◽  
Content Type ◽  
Enterprise Theory

Subject area – This case extends existing social enterprise theory about how an organization balances its mixed goals: financial, social and conservation. Both growing demand and management transition bought about the challenging issue of sustainability. Study level/applicability – The authors have applied the case for undergraduate and postgraduate programs. Case overview – The central protagonist is Mr Samson, a local authority who has to make a decision on whether he should approve or reject the budget with aims to take over the Surabaya Zoo. This is about debate whether conservation social-enterprise should involve human intervention or follow the natural path. Expected learning outcomes – This case introduces some concepts and implementations about social enterprise and public policy. For the undergraduate program, the case is designed to introduce the concept of social enterprise and public policy. For the postgraduate program, the students are encouraged to enhance their analysis through conducting feasibility studies including financial sustainability and ethical analysis. 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.

The Bake Collective – making a delicious difference

2018 ◽  
Vol 8 (1) ◽  
pp. 1-28
Author(s):  
Zoha A. Karmali ◽  
Meena Galliara ◽  
Manjari Srivastava
Keyword(s):  
Social Entrepreneurship ◽  
Social Enterprise ◽  
Subject Area ◽  
Social Enterprises ◽  
Full Time ◽  
Growth Strategies ◽  
Social Entrepreneurs ◽  
Content Type ◽  
Postgraduate Students ◽  
Start Up

Subject area Social Entrepreneurship. Study level/applicability This case study can be used on the module on introduction to social entrepreneurship for postgraduate students specializing in Social Entrepreneurship or Social Work. Case overview This case explores the difference between social entrepreneurship and idealism. It captures the journey of Charlene Vaz and Kavita Gonsalves, two passionate young women, who formed “The Bake Collective” (TBC). Kavita and Charlene are both full-time employees, who spend their weekends and evenings running TBC and through bake sells raise funds for supporting social causes. The women have been able to get a teacher hired for differently abled children, provide water purifiers to victims of the Nepal earthquake, furnish a classroom in a school for less privileged children and provide teaching material for schools in over 400 villages in the State of Maharashtra in India. The case highlights the power of volunteering for a cause that can result in developing a social enterprise. It helps to unfold the steps undertaken to kick-start the cause as well as the risks involved in the start-up stage. It also discusses the measures that can be taken to mitigate the risks in the start-up phase and the ways by which social entrepreneurs can scale and grow their programme. Expected learning outcomes From this case, students will learn about the factors that lead to the germination of a social enterprise and identify characteristics of social entrepreneurs. They will be able to understand critical factors required to sustain start-up enterprises. The case will also enable students to explore systems and processes that need to be designed to sustain the start-up phase. Further, the case will help students to brainstorm on growth strategies for social enterprises. 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.

PUKAR: an “Alice” in Wonderland

2015 ◽  
Vol 5 (2) ◽  
pp. 1-14
Author(s):  
Shalini Rahul Tiwari ◽  
Rakesh Chopra
Keyword(s):  
Learning Outcomes ◽  
Subject Area ◽  
Content Type ◽  
Non Profit ◽  
Government Organization ◽  
Government Organizations ◽  
Alice In Wonderland ◽  
Executive Mba ◽  
Access To Knowledge

Subject area Social Entrepreneurship/management of non-profit organizations (and non-government organizations). Study level/applicability Undergraduate/MBA/Executive MBA. Case overview PUKAR is a niche non-government organization (NGO) working on a unique concept of “Right to Research”. It has several themes aimed at democratizing research and broadening access to knowledge among the disenfranchised or the weakly institutionalized groups. The resulting output is disseminated through media such as lectures, Web site, books and newsletters, thus initiating local, national and global debates about future of these groups. PUKAR conceptualizes all projects around this philosophy, which are supported by few specialized funding organizations. Funding organizations, on the other hand, are trying to support many causes aimed at improving the quality of life of citizens of various countries. Thus, PUKAR's growth is constrained by limited funds. Nevertheless, PUKAR has been able to create transformation in the lives of youth who carry out these projects. PUKAR, therefore, faces a continuous challenge of conceptualizing proposals that are meaningful and impactful for the society and to stay true to its core philosophy. Expected learning outcomes The expected learning outcomes include: to understand the nature of challenges (both strategic and operational) faced by a niche NGO; to analyze how the strategy of an NGO evolves with time; to analyze the impediments of growth for a niche NGO; and to analyze the strategic options for growth and sustenance of an NGO. 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.

Kovin Naidoo and the Brien Holden Institute: achieving the vision of profit and purpose

2019 ◽  
Vol 9 (3) ◽  
pp. 1-29
Author(s):  
Kerryn Ayanda Malindi Krige ◽  
Verity Hawarden
Keyword(s):  
Institutional Theory ◽  
Social Entrepreneurship ◽  
Social Enterprise ◽  
Health Care Systems ◽  
Social Enterprises ◽  
Social Entrepreneur ◽  
Content Type ◽  
Academic Level ◽  
Care Systems ◽  
Corporate Social

Learning outcomes Teaching objective 1: Students are able to identify and apply characteristics of a social entrepreneur, and social enterprise, as defined by Dees (2001). Teaching objective 2: Students are able to identify and apply the four tensions identified by Smith, Gonin and Besharov (2013) that manifest in social enterprises. Teaching objective 3: Students are able to apply Institutional Theory to social entrepreneurship. Students are able to explain legitimacy and the influence of context on the social enterprise. Teaching objective 4: Students through using the Change Canvas, are able to distinguish between profit and purpose characteristics of the organisation; and are able to make recommendations based on the process they have followed. Case overview/synopsis Kovin Naidoo is the CEO Of a multi-national social enterprise, Australia-based The Brien Holden Institute. The case explores Naidoo's journey as a social entrepreneur, and the partnership forged with Brien Holden as they built their multinational social enterprise. Naidoo is catapulted to the position of CEO after the sudden death of his friend, and is trying to balance the competing pressures of profit and purpose. The case introduces the foundational characteristics of social entrepreneurship, before exploring Institutional Theory and the Change Canvas as a tool for managing tensions between profit and purpose. Complexity academic level This case study is aimed at students of entrepreneurship, social entrepreneurship, corporate social investment, development studies, innovative health-care systems, sustainable livelihoods and asset-based development. It is written at an Honours / Masters level and is therefore also appropriate for use in customised or short programmes. Supplementary Materials Videos (including a TedX by Naidoo), Web materials and a book chapter are included in the supplementary materials list. Subject code CSS 3: Entrepreneurship.

Renewal of Fijian post and telecommunications: challenging the organizational change option

2011 ◽  
Vol 1 (1) ◽  
pp. 1-8
Author(s):  
Umesh Sharma
Keyword(s):  
Organizational Change ◽  
Public Sector ◽  
Learning Outcomes ◽  
Change Process ◽  
Subject Area ◽  
Content Type ◽  
Telecommunication Services ◽  
Corporate Entity ◽  
Set Up

Subject area Organizational change. Study level/applicability Undergraduate and Masters level management programmes, particularly in management accounting, public sector accounting or organizational change. Case overview This case study reflects organizational changes when Fijian Post and Telecom Company (FPTL) made a transition from a government department to a corporate entity. The focus of this case study is to examine some of the intra-organizational or micro-level changes that took place at the company. While the impetus for change may have originated in the Fiji Government's policies of public sector reform, the objective here is to outline the often slow pace of intra-organizational change within FPTL. Expected learning outcomes FPTL is a sole provider of postal and telecommunication services in Fiji. The organizational actors faced tensions and initially resisted the change to private business routines. However, with wider education and training on the change process, the resistance was reduced. At FPTL, a management team was set up to introduce commercial norms which were subsequently stabilized by the team through the ongoing process of educating employees on the benefits of changes and routinisation of new practices.The learning outcomes are to understand the difficulty of the change process and be aware of some of the resistance that may persist owing to cultural and political circumstance of a specific country. Supplementary materials Teaching note.

Weekend Works: Junkart at a crossroads

2018 ◽  
Vol 8 (2) ◽  
pp. 1-20
Author(s):  
Tushar Sankar Banerjee ◽  
Ekkank Kataria
Keyword(s):  
Waste Management ◽  
Social Entrepreneurship ◽  
Social Issues ◽  
Subject Area ◽  
Social Entrepreneur ◽  
Content Type ◽  
Postgraduate Students ◽  
Strategic Issues ◽  
Technological Improvements ◽  
Management Issues

Subject area Entrepreneurship. Study level/applicability Undergraduate/postgraduate students in Management. Case overview This case concerns the startup, Weekendworks Private Limited and their flagship service – Junkart – which aims to solve waste management issues in Delhi, India. Using recent technological improvements, the co-founders have developed a business model that connects customers/scrap owners and the vendors/Kabadiwalas. The case is focused on their entrepreneurial journey and the critical social issues that their dream aims to solve. It also focuses on displaying the strategic issues faced by an entrepreneur working in the informal sector of waste management and the entrepreneurial dilemma of a social entrepreneur. Expected learning outcomes The case can be used in both undergraduate and postgraduate programs. The students should develop an entrepreneurial mindset by learning key entrepreneurial traits; develop an ability to recognize an entrepreneurial opportunity especially in the context of social entrepreneurship; recognize entrepreneurial processes and outcomes in real-world situations; and understand entrepreneurship within a set of practical frameworks and concepts. 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.

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