scholarly journals Determinants of innovative social entrepreneurship

2019 ◽  
Vol 18 (2) ◽  
pp. 223-248
Author(s):  
Nayeli Martínez Velázquez ◽  
Gabriela Dutrénit Bielous
Keyword(s):  
Business Model ◽  
Social Entrepreneurship ◽  
Social Inclusion ◽  
Innovative Behavior ◽  
Operating Model ◽  
Recent Interest ◽  
External Context ◽  
The Individual ◽  
Interest In Research

Innovative social entrepreneurship (ISE) is a topic of recent interest in research. The knowledge of the determinants of ISE and the characteristics of the innovations created by them is still limited. Therefore, the present document aims to contribute to this knowledge; specifically, it explores the determinants of the innovative behavior of ISE, during its process of creation and growth, and discusses the nature of such innovations (type, novelty, scope and impact) created throughout that process. Based on a case study of a paradigmatic Mexican social organization, we argue that these determinants are divided into: internal (characteristics of the individual entrepreneur and model/strategy of the organization); and external (context/environment). These determinants are causally associated with different stages of the abovementioned process and with certain attributes of the innovations developed. In addition, it is suggested that ISE innovation has a strong intangible and non-technological component, mainly in business model innovations, but also in its operating model (based on social inclusion).

scholarly journals A Business Enterprise Resilience Model to Address Strategic Disruptions

2018 ◽  
Vol 4 (1) ◽  
pp. 15
Author(s):  
Hassan Ahmed Hassan Mohamed ◽  
Galal Hassan Galal-Edeen
Keyword(s):  
Business Model ◽  
Efficiency Frontier ◽  
Business Enterprise ◽  
Operating Model ◽  
Case Study Analysis ◽  
Proposed Model ◽  
Business Enterprises ◽  
Design Characteristics ◽  
Resilience Capabilities

Resilient business enterprises are able to survive strategic disruptions like technology disruptions and come back as more successful. They succeed because they have resilient characteristics and apply resilience strategies. Based on a case study analysis, this paper builds a business enterprise resilience model that guides the business enterprises to build the resilience capabilities that enable them to survive during strategic disruptions. The proposed model guides the business enterprise to instil in its architecture the design characteristics of resilience that make it ready to respond to disruption. The model uses the resilience strategies of mitigation, adaptation, and transformation and applies them at three enterprise levels; the operating model level, the competitive strategy level, and the business model level. The mitigation strategy moves the operating model to the efficiency frontier. The adaption strategy recovers the enterprise from the impacts of the strategic disruptions. The transformation strategy transforms the enterprise business model totally.

Social entrepreneurship and SDGs: case studies from northeast Nigeria

2021 ◽  
Vol 11 (4) ◽  
pp. 1-38
Author(s):  
Fardeen Dodo ◽  
Lukman Raimi ◽  
Edward Bala Rajah
Keyword(s):  
Business Model ◽  
Social Entrepreneurship ◽  
Social Impact ◽  
Institutional Environment ◽  
Social Enterprises ◽  
Institutional Entrepreneurship ◽  
Sustainable Entrepreneurship ◽  
Content Type ◽  
Entrepreneurial Development

Case synopsis The use of entrepreneurship to deliver profound social impact is a much-needed but poorly understood concept. Although the authors can generally recognize social enterprises when they see them, they lack a common approach to understanding and measuring the different ways they create social value for them. The authors also lack an appropriate method for reducing the difficulties of starting and expanding them within the difficult conditions of developing countries. In the northeast of Nigeria, for example, the mammoth challenge of rebuilding communities in an unfavorable entrepreneurship environment makes the need for a solution even more urgent. This case study illustrates a model of promoting entrepreneurship that advances the conditions of sustainable development goals (SDGs) in local communities using a configuration of the key theories of social impact entrepreneurship (variants of entrepreneurship with blended value or mission orientation, including social entrepreneurship, sustainable entrepreneurship and institutional entrepreneurship). The extent to which ventures can adjust and improve the extent of their contributions to the SDGs are shown using examples of three entrepreneurs at different stages of growth. From this case study, students will be able to understand how entrepreneurs can identify and exploit social impact opportunities in the venture’s business model, within the network of primary stakeholders as well as in the wider institutional environment with the support of Impact+, a simple impact measurement praxis. Learning objectives The case study envisions training students how to hardwire social impact focus in the venture’s business model (social entrepreneurship), how to run ventures with minimal harm to the environment and greatest benefit to stakeholders (sustainable entrepreneurship) and how to contribute to improving the institutional environment for social purpose entrepreneurship (institutional entrepreneurship). At the end of learning this case study, students should be able to: 1. discover an effective model for a startup social venture; 2. explore options for managing a venture sustainably and helping stakeholders out of poverty; and 3. identify ways to contribute to improving the institutional environment for social impact entrepreneurs. Social implications For students, this case will help in educating them on a pragmatic approach to designing social impact ventures – one that calibrates where they are on well-differentiated scales. For business schools, entrepreneurial development institutions and policymakers, this case study can help them learn how to target entrepreneurial development for specific development outcomes. Complexity academic level The case study is preferably for early-stage postgraduate students (MSc or MBA). Supplementary materials Teaching notes are available for educators only. Subject code CSS 3: Entrepreneurship.

scholarly journals Social Entrepreneurship Business Model of Coconut Sugar for Increasing Farmers’ Welfare: Case Study in Indonesian Village Cooperative

2020 ◽  
Vol 7 (7) ◽  
pp. 830
Author(s):  
FX Hendro Utomo ◽  
Perminas Pangeran
Keyword(s):  
Business Model ◽  
Social Entrepreneurship ◽  
Qualitative Evaluation ◽  
Study Data ◽  
Analysis Model ◽  
Business Modelling ◽  
Business Model Canvas ◽  
The Social ◽  
Case Study Data

The purpose of this study is to evaluate the nine components of the business model canvas and support the empowerment of coconut sugar farmers in Coorperative, KUB’s Nira, Gayuh Lestari Jatimulyo, Girimulyo, Kulon Progo, Yogyakarta, Indonesia. The research design used is a qualitative evaluation case study. Data collected through questionnaires and interviews. The analysis model uses the combination of  logic model and business model canvas framework for business modelling. The results suggested that in social entrepreneurship business model, the empowerment for farmers in the villages of Jatimulyo, Girimulyo resulted in increasing the income, healthy living for farmers, families, and community and also the preservation of organic agriculture. This confirms the importance of improving the existing business model towards the social entrepreneurship business model.

Sahaj Crafts: the challenge of alleviating poverty in Western Rajasthan

2019 ◽  
Vol 9 (1) ◽  
pp. 1-45 ◽  
Author(s):  
Aashish Mehra ◽  
Nidhi Mathur ◽  
Vaibhav Tripathi
Keyword(s):  
Business Model ◽  
Social Entrepreneurship ◽  
Value Chain ◽  
Social Enterprise ◽  
Marketing Strategies ◽  
Social Business ◽  
Content Type ◽  
The Social

Learning outcomes The learning objectives of this case are as follows: identify and understand the major challenges/problems faced by a social enterprise in promoting handicraft business; examine the value chain architecture of handicraft products; assess the role of the protagonist (Sanjay) as a social change agent in shaping a successful social enterprise; assess Sahaj Crafts' initiatives and analyze whether the key intervention/s planned/executed were required for skilling up of rural artisans and upgradation of handicraft business; know the marketing strategies for handicraft products; and understand the “strategies” which need to be applied for uplifting people's lives at the bottom of pyramid in general and for enlivening of artisans’ clusters in particular. The outcomes are as follows: examining the value chain architecture of handicraft product; understanding the difficulties and challenges of structuring a viable social business model; examining the role of Sanjay as a social change agent in shaping a successful social enterprise; and examining the model of Craft Incubation Center and design education proposed by Sahaj Crafts for improving rural artisans’ livelihood and skills upgradation. Case overview/synopsis Sanjay Joshi – the promoter and CEO of “Sahaj Crafts” (a social enterprise established in Western Rajasthan, India), an initiative to strengthen indigenous skills and mainstream rural craft products and artworks – is faced with the question of how to scale up his organization’s operations. Doing so requires that he address these fundamental challenges in terms of – how to deal with unorganized craft communities; match up product orientation to market demands; integrate modern technology / processes in craft business; combat restricted mobility of women artisans; and make effective interventions so that the artisans learn and enjoy working in the current model and solve the financial issues faced by the social enterprise. Providing effective and implementable answers to those questions is vital to Sahaj Craft’s development in attaining its mission to alleviate poverty in the region. Failing to expand operations above a critical scale may leave Sahaj Crafts vulnerable in meeting sufficient demand for contemporary craft products in the mainstream markets. Complexity academic level This case study is primarily suitable for post-graduate level management students to teach the concepts of designing and operationalizing a “social” business model in a social entrepreneurship module. This case study can also be used for highlighting business model innovations in the social sector of emerging markets. The case could be taught in the following academic domains: social entrepreneurship; bottom of the pyramid; social inclusion; supply chain consolidation (vertical integration in a value chain); marketing strategies for handicraft products; branding; brand positioning; cost and management accounting. 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

Young Social Entrepreneurs and Social Challenges

2022 ◽  
pp. 48-70
Author(s):  
Alessia Pisoni ◽  
Nicoletta Sciutti
Keyword(s):  
Social Entrepreneurship ◽  
Social Inclusion ◽  
Single Case ◽  
Single Case Study ◽  
Social Entrepreneurs ◽  
Social Challenges ◽  
Entrepreneurial Teams ◽  
Sustainable Products ◽  
The Social

The chapter is focused on social entrepreneurship and, after providing a comprehensive literature review on the topics, aims at providing evidence of the decision-making process of social entrepreneurs and of the strategies they implement by focusing on a single case study, namely “Parallelo.” Parallelo was founded in 2017 by four young Italian social entrepreneurs with the aim of promoting social inclusion of fragile categories and foreign people. Their “formula” is the “social lab” involving creative craftsmen that collaborate in the design and creation of sustainable products based on recyclable/discarded materials. By implementing a narrative approach, the case study is developed following step by step the social enterprise establishment and development. In doing so, the study aims at contributing to the social entrepreneurship field of research and at providing insights for practitioners about how decisions are made and strategies implemented within social entrepreneurial teams.

Assessing the Social Entrepreneurship Business Model: An Exploratory Case Study in the Italian Cultural Heritage Sector

2020 ◽  
Vol 10 (4) ◽  
Author(s):  
Nicola Cucari ◽  
Eugenio D’Angelo ◽  
Eduardo Esposito ◽  
Maria Vincenza Ciasullo
Keyword(s):  
Cultural Heritage ◽  
Business Model ◽  
Social Entrepreneurship ◽  
Business Models ◽  
Single Case ◽  
Social Enterprises ◽  
Future Research ◽  
Social Entrepreneurs ◽  
The Social

AbstractSocial entrepreneurship (SE) has gained prominence in recent years, becoming a primary field of study and providing rich research opportunities that are both challenging and intriguing. This paper seeks to fill the knowledge gap in this field by improving the understanding of business models of SE and, more specifically, investigating how social entrepreneurs design their business models in order to create both social and economic value. Using the abductive approach method, the paper explores a single case study that enquires about the business model of the social enterprise named “La Paranza Cooperative”, located in southern Italy and operating in the cultural heritage industry. Our main theoretical contribution lies in illustrating and formalising the ambidexterity perspective through which social enterprises simultaneously pursue goals that are apparently contradictory, such as economic and social ones. Furthermore, on the practical side, we assess the win–win managerial mechanisms that benefit social enterprises through their external environment as a bundle of distinctive resources while contributing to its requalification. Finally, our explorative study opens-up for deeper and more detailed future research on the business model of SE.

scholarly journals Social Entrepreneurship Canvas Business Model to Improve Family Welfare: A Case Study of the Culinary Business of “Special Fried Quail” at Purwareja Klampok Banjarnegara

2021 ◽  
Vol 8 (7) ◽  
pp. 723
Author(s):  
Barmen Brevis Lumbantoruan ◽  
Perminas Pangeran
Keyword(s):  
Business Model ◽  
Social Entrepreneurship ◽  
Evaluation Method ◽  
Evaluation Research ◽  
Research Strategy ◽  
Family Welfare ◽  
Analysis Model ◽  
Model Framework ◽  
The Social

This study aimed to develop an entrepreneurial canvas model through evaluating the nine components of the canvas business model to support the empowerment and welfare of culinary business’ members of the Special Fried Quail in Purwareja Klampok District, Banjarnegara and to develop a social entrepreneurship business model. The research strategy was a quantitative case study with an evaluation method. Data collection techniques were carried out using a questionnaire. The analysis model used a Logic Model framework (input, activities, output, and outcome) and a canvas business model. The results of the evaluation research showed that the business model’s orientation was more incline towards commercial business. As its implication, the Special Fried Quail culinary business model’s development in the future would be more directed to the social entrepreneurship business model in order to improve family welfare.

The Development of Language-Training Programs for Postrubella Hearing-Impaired Children

1973 ◽  
Vol 38 (1) ◽  
pp. 15-24 ◽  
Author(s):  
Linda Lynch ◽  
Annette Tobin
Keyword(s):  
Hearing Impaired ◽  
Treatment Programs ◽  
Individual Treatment ◽  
Target Behaviors ◽  
Systematic Fashion ◽  
Development Of Language ◽  
The Individual ◽  
Impaired Children ◽  
Hearing Impaired Children

This paper presents the procedures developed and used in the individual treatment programs for a group of preschool, postrubella, hearing-impaired children. A case study illustrates the systematic fashion in which the clinician plans programs for each child on the basis of the child’s progress at any given time during the program. The clinician’s decisions are discussed relevant to (1) the choice of a mode(s) for the child and the teacher, (2) the basis for selecting specific target behaviors, (3) the progress of each program, and (4) the implications for future programming.

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