Social Entrepreneurship An Evidence-Based Approach to Creating Social Value

Social entrepreneurship is a hot topic in public and non-profit management. Organizations everywhere are looking for innovative ways to respond to financial, social, and regulatory pressures. The next generation of transformative leaders will be risk takers who know how to face even the biggest challenges using market-driven strategies that get results. This book contains everything students and professionals need to know about the cutting-edge practice of social entrepreneurship.

In Social Entrepreneurship, you'll learn how to read markets and environments to identify opportunities for entrepreneurial activity. Then, the authors show to convert opportunities into successful ventures: one-time initiatives, ongoing programs and new, mission-driven organizations are all covered. Sector-specific strategies and recommendations guide readers directly to the techniques that will have the biggest impact.

• Employs an evidence-based approach to help organizations achieve goals more efficiently
• Offers advice on taking advantage of new technologies and untapped resources using the most current approaches
• Written by renowned experts in the field of social entrepreneurship

Authors Guo and Bielefeld have been instrumental in advancing the study of social entrepreneurship, and they understand the trends and currents in the field. They bring readers up to date and ready them to begin implementing changes that really make a difference. In non-profits and government, leadership is already becoming synonymous with social entrepreneurship, and this book is its foundation.

CHAO GUO, PhD, is associate professor of nonprofit management in the School of Social Policy and Practice at the University of Pennsylvania. Dr. Guo is senior vice president of the International Council of Voluntarism, Civil Society, and Social Economy Researcher Associations and serves on several boards of directors and editorial boards. In 2008, he was selected as a recipient of the IDEA Award for research promise by the Entrepreneurship Division of the Academy of Management.

WOLFGANG BIELEFELD is professor emeritus at the School of Public and Environmental Affairs and the School of Philanthropy at Indiana University-Purdue University Indianapolis. He has taught at the University of Texas at Dallas, the University of Minnesota, and Stanford University. He has written many articles and books, including Managing Nonprofit Organizations and Nonprofit Organizations in an Age of Uncertainty.

Tables, Figures, and Exhibit

The Authors

Introduction: Understanding and Using Social Entrepreneurship

Part One: Social Entrepreneurship: Concept and Context

Chapter 1: The Many Faces of Social Entrepreneurship

What Is Social Entrepreneurship?

Who Are the Social Entrepreneurs?

Why Social Entrepreneurship?

Where Does Social Entrepreneurship Occur?

Concluding Thoughts

Chapter 2: Social Entrepreneurship as Organizational Behavior

Entrepreneurial Orientation

Measures, Determinants, and Outcomes of EO

Entrepreneurial Intensity

Limitations of EO and EI

Social Entrepreneurial Orientation

Concluding Thoughts

Part Two: Understanding and Managing the Social Entrepreneurial Process

Chapter 3: Discovering and Creating Social Entrepreneurial Opportunities

Define Opportunity

How Are Social Entrepreneurial Opportunities Different?

How Are Social Entrepreneurial Opportunities Discovered or Created?

Phase One: Idea Generation

Phase Two: Opportunity Assessment

Concluding Thoughts

Chapter 4: From Opportunity to Action

Elaborating the Opportunity with Social Impact Theory

Putting Theory into Action: Developing the Operating Model

Venture Feasibility and Planning

Supporting Analysis

Concluding Thoughts

Chapter 5: From Action to Impact

Social Venture Effectiveness

Approaches to Social Venture Effectiveness

Outcome and Impact Evaluation

Monetizing Outcome and Impact

Increasing Social Venture Impact: Scaling

Concluding Thoughts

Chapter 6: Funding Social Entrepreneurship

Funding Public Sector and For-Profit Social Entrepreneurship

Funding Nonprofit Social Entrepreneurship

Concluding Thoughts

Part Three: Understanding and Managing the Social Intrapreneurial Process

Chapter 7: Social Intrapreneurship: Innovation from Within

Clarifying the Social Intrapreneurship Concept

Social Intrapreneurship Dimensions

Antecedents and Consequences of Social Intrapreneurship

Management Challenges of Social Intrapreneurship

Concluding Thoughts

Chapter 8: Managing the Social Intrapreneurial Process

The Nature of Innovation in Established Organizations

A Two-Phase Model of the Social Intrapreneurial Process

The Definition Process

The Impetus Process

Initiators of Innovations in Public and Nonprofit Organizations

The Role of Frontline Managers in the Social Intrapreneurial Process

The Role of Middle Managers in the Social Intrapreneurial Process

The Role of Top Managers in the Social Intrapreneurial Process

Concluding Thoughts

Part Four: The Emerging Trends and Issues

Chapter 9: Social Entrepreneurship in the Public Sector

The Context of Public Sector Entrepreneurship

New Public Management and Reinventing Government

New Public Service

Current Practices and Approaches

Concluding Thoughts

Chapter 10: Boundary Spanning and Social Entrepreneurship

Working across Organizational Boundaries

Collaboration between Organizations

Engagement in Networks

Working across Sectors

New Legal Forms

Concluding Thoughts

Chapter 11: New Media and Social Entrepreneurship

New Media, New Possibilities

Myths and Realities about Social Media

New Media and Information Sharing

New Media and Fundraising

New Media and Stakeholder Engagement

A “Pyramid” Model of Social Media–Based Strategy

New Media, New Challenges

Concluding Thoughts

Conclusion: The Road Traveled and the Journey Ahead

Notes

Index

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