social enterprise
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2022 ◽  
Vol 175 ◽  
pp. 121360
Tong He ◽  
Martin J Liu ◽  
Chee Wei Phang ◽  
Jun Luo

2022 ◽  
Vol 139 ◽  
pp. 457-467
Cécile Godfroid ◽  
Naome Otiti ◽  
Roy Mersland

2022 ◽  
Vol 7 (4) ◽  
pp. 26
Md. Farhan Shahriar ◽  
Md. Mamun Habib

The purpose of the study is to highlight the policy landscape of the social enterprise which is not spoken in any of the present policies and laws of Bangladesh. This study reviews the existing policies and regulatory affairs related to social enterprise formation and operations in Bangladesh. This study also focuses on the analysis of literature that described the national, regional and international good practices on social enterprise. This study tries to find out the past, present and future insight and findings of social enterprises policy implications in Bangladesh. This study finds the breadth and ranges of the policy approaches that the government has implemented for social enterprise development and policy priority for Bangladesh. Because at present in Bangladesh a social enterprise can establish and operate under different laws as there is no specific policy to register and operate the social enterprise in Bangladesh, so it’s confusing for the social entrepreneur to register under appropriate law that will benefit them in the future. This study is based on the detailed assessment accessible in online literature and current data on social enterprise in Bangladesh, analysis of the existing policies and regulatory affairs on social enterprise in Bangladesh. This study is dependent on the qualitative approach along with the unstructured interviews with the industry experts. This paper presents a solid case study regarding the existing policy and regulatory implications of social enterprise formation and operations in Bangladesh.

Conjecturas ◽  
2022 ◽  
Vol 22 (1) ◽  
pp. 304-328
Fabiana Pinto de Almeida Bizarria ◽  
Flávia Lorenne Sampaio Barbosa ◽  
Danielle Maria Apolonio Rodrigues ◽  
Rogeane Morais Ribeiro

A pesquisa objetiva compreender o campo científico do tema Empreendedorismo Social a partir de pesquisas que abordam o campo de públicas. Após levantamento de 157 artigos indexados na base Web of Science, de 1945 a 2021, utilizando-se da palavra “social entrepreneurship”, no título, e “public”, em todos os campos, os dados foram inseridos no software VOSviewer para a construção dos mapas bibliométricos. Os resultados em relação às redes de (i) co-corrência de palavras-chave, que definiu: cluster 1 agrupou as palavras “field”, “innovation”, “legitimacy”, “organizations”, e “performance”; o cluster 2 que reuniu as palavras “challenges”, “management”, “perspective” e “social innovation”; o cluster 3, uniu as palavras “entrepreneurship”, “social economy”, “social enterprise” e “social entrepreseurship”; cluster 4 com as palavras “context”, “enterprise”, “impact” e “work”; cluster 5 “business”, “responsibility” e “susteainability”. Em relação à rede de (ii) co-citação por artigo, têm-se o cluster 1, com os autores Agafonow (2014), Bacq (2011), Fowler (2000), o cluster 2, com Baron (2007), Hoogendoorn (2016), Short (2009), o cluster 3, com Bacq (2018), Desa (2013) e o cluster 4, representado por Cook (2003), Karosec (2006). Outras três análises evidenciam um campo de estudo atrelado às questões críticas da sociedade, como crises socioambientais.

2022 ◽  
Vol 12 (1) ◽  
pp. 1-24
Ayman Ismail ◽  
Seham Ghalwash ◽  
Noha El Sebaie

Learning outcomes The case is meant as a way for students to develop ideas related to the challenges facing environmental eco-friendly social enterprises that sell their products in a country like Egypt where consumers are way behind considering the value of their products. In response to these challenges, students learn to evaluate the company status quo by analyzing its weaknesses, strengths and opportunities to grow and expand geographically to a new market. Students also learn about the growth expansion strategies and internationalization modes, options and associated barriers. Accordingly, they can plan the marketing strategies associated with entering this new market for up-cycled products. Objective 1: Analyze the international geographical growth alternative for an enterprise that improves its scalability applying weaknesses, strengths, threats and opportunities analysis. Objective 2: Propose a strategic plan for growth and scalability. Objective 3: Discuss the various modes of doing business in foreign countries. Recommend an internationalization mode for a social enterprise to explore in a new market. Objective 4: Assess the possible barriers associated with internationalization modes and how to overcome them. Objective 5: Propose marketing strategies for an eco-friendly enterprise to enhance its efficiency and effectiveness in the international host market. Other topics that might be discussed in this case include consumer behavior toward environmentally friendly products. Pricing challenges faced by ecologically friendly firms in developing countries. Case overview/synopsis Rania and Yara were inspired by Germany’s approach to waste reduction, particularly plastic bags. In 2017, after winning several competitions and awards, Up-Fuse was officially established as a social enterprise. The entrepreneurs faced great challenges selling sustainable products made of plastic waste to Egyptian consumers. Egyptian consumers were not fully aware of the value of eco-friendly products which presented a great challenge for Up-Fuse to grow and sell their products in Egypt. After shifting its pricing strategy and expanding beyond the local recycled product markets, Up-Fuse further faced fierce competition from well-established local and international brands with larger market shares. Thus, most of Up-Fuse’s sales were generated from expats and foreigners. In response to local obstacles and limitations, Rania began to consider targeting international markets. Rania thought it was the opportune time to drive growth through geographic expansion. After all, in 2020, Up-Fuse had some minor success when the co-founders experimented with exporting their products to the US market. Rania’s co-founder Yara, on the other hand, felt that the enterprise was not yet ready to enter a new market and it would be wiser to emphasize growth in the local Egyptian market. The co-founders were torn between two growth strategies. On one hand, they faced intense local competition for their products. On the other, expanding by entering a new market came with many challenges. Which growth strategy should Up-Fuse adopt? How could Up-Fuse determine which market to penetrate? What were the possible scalability challenges they faced by entering a new market? How could Up-Fuse reach and increase their international customer base abroad? What was the best marketing strategy for their products? Complexity academic level This case would be appropriate for graduate students enrolled in marketing, consumer behavior, international marketing, international business and social entrepreneurship courses. This case is written at a graduate level and would also be appropriate for use in customized or short programs. Supplementary materials Teaching notes are available for educators only. Subject code CCS 5: International Business.

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