Social Enterprises and Fundraising Challenge

Handbook of Research on Value Creation for Small and Micro Social Enterprises - Advances in Logistics, Operations, and Management Science ◽

10.4018/978-1-5225-6298-6.ch014 ◽

2019 ◽

pp. 271-292

Author(s):

Elenica Pjero (Beqiraj) ◽

Ermelinda Kordha

Keyword(s):

Decision Making ◽

Baby Boomers ◽

Generation Y ◽

Social Enterprise ◽

Business Schools ◽

Social Enterprises ◽

Customer Demand ◽

Demographic Challenges ◽

The Usa ◽

And Control

Evolving markets challenge the organization's ability to react to customer demand. Decision-making becomes paralyzed by process-based operations and chains of command and control, thereby decreasing agility. Many organizations today are also facing significant demographic challenges. Baby boomers, once the lifeblood of business, are retiring while Generation Y wants to communicate and interact in a completely different manner. There may be four generations in the modern workplace, and each has its unique traits and demands. There is growing complexity both inside and outside the organization. Organizations need to understand complexity instead of simply increasing complication. The growth of interest in this area is closely related to the fact that social enterprises constitute the fastest growing category of organizations in the USA and to the fact that universities and business schools around the globe are currently involved in various education programmes in social entrepreneurship and social enterprise.

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Social Enterprises’ Social Orientation: The Impact on the Organizational Commitment of Employees

Journal of Public and Nonprofit Affairs ◽

10.20899/jpna.6.1.44-62 ◽

2020 ◽

Vol 6 (1) ◽

pp. 44

Author(s):

Donwe Choi ◽

Keon-Hyung Lee ◽

Hyungjo Hur

Keyword(s):

Decision Making ◽

Organizational Commitment ◽

Shared Decision Making ◽

Social Enterprise ◽

Social Performance ◽

Social Enterprises ◽

Social Orientation ◽

Shared Decision ◽

Social Entrepreneurs ◽

The Impact

This study investigates the relationship between social enterprises’ social orientation and the organizational commitment of their employees. The study also examines differences in organizational commitment between Millennial social enterprise employees and social enterprise employees of earlier generations. The findings from the study indicate that a social enterprise’s pursuit of social purpose, shared decision- making, and social performance are all positively associated with the organizational commitment of its employees. Additionally, the findings suggest that, in general, Millennials have a lower level of organizational commitment to their social enterprise employer than do earlier generations. Indeed, the organizational commitment of Millennials, we find, is primarily (and significantly) influenced only by shared decision-making. These findings contribute to the literature on social enterprise as well as to the literature on organizational commitment by providing insight into unseen aspects of social enterprise management from the perspective of employees. From a practical standpoint, these findings provide social entrepreneurs and managers of social enterprises with practical guidance on how to improve their employees’ organizational commitment.

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Developing Entrepreneurial Competencies for Secondary Schools as Social Enterprises

Developing Entrepreneurial Competencies for Start-Ups and Small Business - Advances in Business Strategy and Competitive Advantage ◽

10.4018/978-1-7998-2714-6.ch011 ◽

2020 ◽

pp. 159-174

Author(s):

Thea van der Westhuizen ◽

Sthokozile Luthuli

Keyword(s):

Decision Making ◽

Secondary Schools ◽

South African ◽

Social Enterprise ◽

External Environment ◽

Social Enterprises ◽

Strategic Development ◽

African Context ◽

Entrepreneurial Competencies ◽

Strategic Management Process

The chapter is written from an Afrocentric perspective with a focus on South Africa and aims to investigate the potential of developing a school as a social enterprise while developing entrepreneurial competencies of the school's internal and external environments. Research objectives were set to determine perceptions of educators on learners' and their own involvement in the school's strategic management process, to explore critical organisational aspects that can engage educators in active decision making and educators' view of the current role they play within the decision-making process. It was found that secondary schools within a South African context, as mostly not viewed as a potential social enterprise and that educators have limited entrepreneurial competencies, which can contribute to strategic development of the school. It is recommended that the school's internal and external environment should be included to develop the school as a social enterprise with strategies to alleviate poverty and instill a mindset of entrepreneurial competence among youth and the community alike.

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Social enterprise in Antebellum America: the case of Nashoba (1824-1829)

Journal of Management History ◽

10.1108/jmh-06-2017-0032 ◽

2018 ◽

Vol 24 (1) ◽

pp. 99-119 ◽

Cited By ~ 1

Author(s):

Patrick J. Murphy ◽

Jack Smothers ◽

Milorad M. Novicevic ◽

John H. Humphreys ◽

Foster B. Roberts ◽

...

Keyword(s):

Social Enterprise ◽

Primary Source ◽

Social Enterprises ◽

Entrepreneurial Activity ◽

Strategic Decisions ◽

Social Entrepreneurs ◽

Content Type ◽

Moral Conviction ◽

The Social ◽

The Usa

Purpose This paper examines the case of Nashoba, a Tennessee-based social enterprise founded in 1824 by Scottish immigrant Frances Wright. The Nashoba venture intended to diminish the institution of slavery in the USA through entrepreneurial activity over its five years of operation. Design/methodology/approach This study methodology entailed mining primary source data from Wright’s letters; communications with her cofounders and contemporaries; and documentations of enterprise operations. The authors examined these data using social enterprise theory with a focus on personal identity and time-laden empirical aspects not captured by traditional methodologies. Findings The social enterprise concept of a single, self-sustaining model generating more than one denomination of value in a blended form has a deeper history than the literature acknowledges. As an entrepreneur, Wright made strategic decisions in a context of supply-side and demand-side threats to the venture. The social enterprise engaged injustice by going beyond market and state contexts to generate impact in the realms of institutions and non-excludable public goods. Research limitations/implications This study generates two formal implications for the development of new research questions in social enterprise studies. The first implication addresses the relation between social entrepreneurs and their constituencies. The second implication pertains to the effects of macro-level education, awareness and politics on social enterprise performance and impact. The implications herald new insights in social enterprise, such as the limits of moral conviction and the importance of social disruption. Originality/value This paper broadens the current understanding of how social enterprises redress unjust and unethical institutions. It also contributes new insights into social enterprise launch and growth based on shared values within communities and coordinated strategic intentions across communities.

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Generationsumbruch in Sozialunternehmen

10.5771/9783828877740 ◽

2021 ◽

Author(s):

Jette Thuresson

Keyword(s):

Labour Market ◽

Baby Boomers ◽

Current Literature ◽

Demographic Change ◽

Generation Y ◽

Social Enterprises ◽

Staff Retention ◽

Skills Shortage ◽

The World ◽

Emotional Aspects

Skills shortage, generational upheaval, demographic change - the current challenges in social enterprises highlight the importance of addressing staff retention. As more baby boomers retire, the proportion of Generation Y (born 1980–2000) increases in the labour market. They seem to approach the world of work differently to previous generations. How can Generation Y employees be retained in social enterprises? Through a survey of current literature and interviews with experts, practical findings are derived that clearly show the need for specific approaches for the retention of Generation Y, with emotional aspects playing a particularly important role.

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Can social enterprises remain sustainable and mission-focused? Applying resiliency theory

Social Enterprise Journal ◽

10.1108/sej-02-2015-0005 ◽

2015 ◽

Vol 11 (3) ◽

pp. 233-259 ◽

Cited By ~ 16

Author(s):

Dennis R. Young ◽

Choony Kim

Keyword(s):

Social Enterprise ◽

Financial Incentive ◽

Economic Incentives ◽

Social Enterprises ◽

Organizational Slack ◽

Incentive Structure ◽

Content Type ◽

Resiliency Theory ◽

The Usa ◽

The Stability

Purpose – The purpose of this paper is to adapt concepts from resiliency theory to understand the conditions under which social enterprises may remain true to form and purpose or are likely to change their character. This leads us to consider issues of governance, economic incentives associated with different organizational forms of social enterprise and the effects of the financial environment, the role of organizational slack and the influence of organizational leadership on the dynamics of social enterprises. Three case studies of organizations in the USA are analyzed to illustrate the application of resiliency theory to the stability of social enterprises. The fact that all forms of social enterprise must reconcile the tensions of social purpose and market raises important questions about the dynamics of these enterprises. Design/methodology/approach – Theory and case study analysis. Findings – Governance, financial incentive structure, organizational slack and leadership influence the stability of social enterprises. Originality/value – First application of resiliency theory to the analysis of social enterprise stability.

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Improving insight on Generation Y consumers

Strategic Direction ◽

10.1108/sd-02-2015-0030 ◽

2015 ◽

Vol 31 (4) ◽

pp. 22-24 ◽

Cited By ~ 1

Keyword(s):

Case Studies ◽

Baby Boomers ◽

Generation Y ◽

Design Methodology ◽

Reading Time ◽

Content Type ◽

Daunting Task ◽

The Usa ◽

Pertinent Information ◽

Practical Implications

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – The business fraternity rightly acknowledges the importance of Generation Y consumers. Also referred to as Millennials, this group consists of around 83 million members in the USA alone and is the largest since the Baby Boomers. Successfully segmenting such a vast consumer cohort is clearly a daunting task for any marketer. Generation Y consumers are somewhat unique compared to preceding segments. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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Winter always comes: social enterprise in times of crisis

Social Enterprise Journal ◽

10.1108/sej-11-2021-0087 ◽

2022 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Rasheda Weaver ◽

Chyanne Lanae Blakey

Keyword(s):

Social Enterprise ◽

Economic Recession ◽

Social Enterprises ◽

Future Research ◽

Content Type ◽

Societal Issues ◽

Different Types ◽

The Usa ◽

Practical Implications

Purpose This study aims to outline the importance of distinguishing between different types of societal crises and the role that plays in how social enterprises may respond to crises at hand. Design/methodology/approach Previous literature is used to distinguish between various types of societal crises discussed in the study. Social enterprise responses to the COVID-19 pandemic, economic recession and the racial uprising in the USA that all erupted at the start of the 2020 decade are explored to illustrate the need for different responses to each. Findings The origin and manifestation of crises differ in that they may have public health, natural, economic or even intentionally man-made origins. In addition, in times of crisis, social enterprises must be prepared to innovate, adapt or at least manage the effects of one or more crises on their organizations. These innovations may be social, technology or economic innovations. Research limitations/implications This study contributes to knowledge about the role and value of social enterprise as a tool for addressing societal issues. The three types of crises explored in this paper will likely reoccur and evolve to manifest in new ways. As such, it is imperative that research on the efficacy of social enterprises during times of crisis are conducted to inform practice, policy and future research. Practical implications This study aims to inform and encourage institutions, particularly social enterprises, to recognize that “winter always comes.” Crises always happen in life and how organizations respond to such crises will differ based on the type of crisis at hand. This study particularly contributes to knowledge by emphasizing the need for social enterprises to think about both economic uncertainty and the role they play in addressing crises in the long-term, not just when they occur. Originality/value To the best of the authors’ knowledge, this study is one of the first to explore the role and value of social enterprises as a tool for combatting major social crises such as racism, pandemics and recessions.

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Can the Petroleum Industry Attract and Engage GenY?

Talent & Technology ◽

10.2118/0103-22-tt ◽

2007 ◽

Vol 01 (03) ◽

pp. 22-24

Author(s):

Bruce Bullock

Keyword(s):

Baby Boomers ◽

Generation Y ◽

Middle Managers ◽

Baby Boomer ◽

Petroleum Industry ◽

Leadership Teams ◽

Senior Leadership ◽

Gen Y ◽

Talent Pool ◽

Demographic Challenges

The Long View - The petroleum industry's current shortage of people and the demographic challenges it faces given its older workforce are well known and well documented. The cyclicality, consolidation, and previous downturns in the industry have resulted in an industry with a shortage of people overall and a critical shortage of middle managers in position to succeed aging baby boomers on the senior leadership teams. As Generation Y (or Gen Y) enters the workforce, the industry's challenges have become even more critical. The industry is faced with recruiting a generation of people that is unfamiliar to older baby-boomer managers. Can the industry refresh its talent pool with this up-and-coming generation? It must—the stakes have never been higher.

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