Social Entrepreneurship and Social Transformation

This study provides a comparative analysis of seven cases of social entrepreneurship that have been widely recognized as successful. The paper suggests factors associated with successful social entrepreneurship, particularly with social entrepreneurship that leads to significant changes in the social, political and economic contexts for poor and marginalized groups. It generates hypotheses about core innovations, leadership, organization, and scaling up in successful social entrepreneurship. The paper concludes with a discussion of the implications for the practice of social entrepreneurship, for further research, and for the continued development of support technologies and institutions that will encourage future social entrepreneurship.This publication is Hauser Center Working Paper No. 15. The Hauser Center Working Paper Series was launched during the summer of 2000. The Series enables the Hauser Center to share with a broad audience important works-in-progress written by Hauser Center scholars and researchers

Measuring the Performance of Local Government Entities and Analysis of their Managers’ and Personnel’s Information Needs in the Context of New Public Management

This article fits into the scope of world research on the implementations of the NPM concept and uses New Institutional Economy to better understand the implementation of management accounting in the public sector.Badanie zostało przeprowadzone w formie wywiadu - ankiety audytoryjnej, skierowanej do 45 respondentów reprezentujących jednostki samorządu terytorialnego. Uzyskane rezultaty potwierdzają, iż system pomiaru dokonań stosowany przez jednostki samorządu terytorialnego w Polsce jest wynikiem silnego oddziaływania instytucjonalnego na system zarządzania tymi jednostkami i nie jest przydatny dla kierowników i pracowników tego sektora, a także nie spełnia wymagań stawianych przez założenia koncepcji NPM

SBA Veterans Assistance Programs: An Analysis of Contemporary Issues

[Excerpt] This report opens with an examination of the economic circumstances of veteran-owned businesses drawn from the Bureau of the Census’s 2012 Survey of Business Owners (SBO). It then provides a brief overview of veterans’ employment experiences, comparing unemployment and labor force participation rates for veterans, veterans who have left the military since September 2001, and nonveterans. The report also describes employment assistance programs offered by several federal agencies to assist veterans in their transition from the military to the civilian labor force and examines, in greater detail, the SBA’s veteran business development programs, the SBA’s efforts to assist veterans’ access to capital, and the SBA’s veteran contracting programs. It also discusses the SBA’s Military Reservist Economic Injury Disaster Loan program and P.L. 114-38, the Veterans Entrepreneurship Act of 2015, which authorized and made permanent the SBA’s recent practice of waiving the SBAExpress loan program’s one time, up-front loan guarantee fee for veterans (and their spouse)

Training entrepreneurial culture in enterprises of the Republic of Moldova

This article addresses the problems related to the formation of organizational culture in the Republic of Moldova. There are reviewed the results of research carried out in the business of producing and conclusions that are made. It highlighted the role of human resources training in organizational culture. The paper highlights the preconditions for the creation of an entrepreneurial culture.Organization culture; Training; Entrepreneurial culture

Priming the Pump: The Case for a Sector Based Approach to Impact Investing

The impact investing sector, while still in its infancy, has made remarkable progress in building awareness that business can generate a positive social impact. Although individual firms remain the essential innovators and building blocks of social change, they are means to a broader end of creating innovations that can touch the lives of hundreds of millions. It is time now to evolve the conversation, and our resource commitments in the direction of sparking, nurturing, and scaling these new industry sectors that are the true promise of the impact investing industry. What is readily apparent according to this report is that no one organization, or one type of organization, can do this alone. Success does not depend upon perfect coordination or a grand plan. After all, we are talking about innovation, which requires experimentation, learning, and serendipity. But success does require a determined, thoughtful, and frequently collaborative effort by those who believe that the power of markets and the inspiration of entrepreneurs can be tapped to create opportunity and a brighter future for billions

The role of social media in the collaboration, interaction, co-creation and co-delivery of a social venture in an uncertain conflict environment

This research case study examines the creation and development of a bottom-up social enterprise immediately after the outbreak of a civil war in an Arab country by a group of young patriots in the aftermath of the Arab Spring uprisings in the 2010s. Drawing on Linders’ (2012) model of social action lifecycle, our study examines how different actors become involved and co-created a socially entrepreneurial venture (SEV), how these actors contributed to the coproduction and co-delivery of the social actions (values) over time, and how social media play roles in these processes. Drawing from the empirical evidences of citizen co-production within the existing literature, we found that SEVs operate in very different ways in which the role of social media is critical, both from their equivalents operating in a penurious but stable environment, and those intending to pursue political action within a conflict situation. In our case study, social media was not intended for mass-mobilisation, but for selected mobilisation amongst those within the network. This is due to the insecure environment and the fear of infiltration from opposing parties. We also examine how new actors were, over time, being carefully screened and selected, and potential harmful existing players being excluded, which in turn contributed to the evolving nature of the social enterprises