Literatura científica selecionada sobre o tema "For-profit social ventures"
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Artigos de revistas sobre o assunto "For-profit social ventures":
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Sansing, Richard C. "Joint Ventures between Nonprofit and For-Profit Organizations". Journal of the American Taxation Association 22, s-1 (1 de janeiro de 2000): 76–88. http://dx.doi.org/10.2308/jata.2000.22.s-1.76.
Resumo:
This paper examines the consequences of allowing a nonprofit organization to form a joint venture with a for-profit organization. Three tax regimes are considered: prohibiting all such joint ventures, allowing all such joint ventures, and restricting joint ventures between nonprofit and for-profit entities to those controlled by the nonprofit organization. The paper derives the equilibrium profit-sharing rule, output decision, and organizational form choice under each tax regime. Joint ventures can create both private and social benefits by reducing production costs. They can also create private benefits and social costs by reducing competition. Prohibitions or restrictions on joint ventures can either increase or decrease social welfare depending on whether the production cost effect or the competition effect is more important.
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Perlmutter, Felice Davidson, e Carolyn Teich Adams. "The Voluntary Sector and For-Profit Ventures:". Administration in Social Work 14, n.º 1 (14 de maio de 1990): 1–13. http://dx.doi.org/10.1300/j147v14n01_01.
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MEYSKENS, MORIAH, e ALAN L. CARSRUD. "THE ROLE OF PARTNERSHIPS ON THE LEGAL STRUCTURE AND LOCATION CHOICE OF NASCENT SOCIAL VENTURES". Journal of Enterprising Culture 19, n.º 01 (março de 2011): 61–77. http://dx.doi.org/10.1142/s0218495811000702.
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Social ventures are organized as nonprofit, for-profit or hybrid organizations whose primary purpose is to address unmet social needs and create social value. Partnerships are one of the key strategies employed by social ventures to gain resources. This study focuses on evaluating the role of partnerships on nascent social ventures participating in business plan competitions. The results suggest that partnerships are more important for nonprofit and hybrid social ventures than for for-profit social ventures. Findings also suggest that partnerships are more essential for social ventures operating in developing regions such as Africa, Asia and Latin America where institutional constraints are greater than in the United States or Canada. This study provides some empirical insight into how partnerships impact nascent social ventures operating with distinct legal structures and in different locations of operation.
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DORADO, SILVIA. "SOCIAL ENTREPRENEURIAL VENTURES: DIFFERENT VALUES SO DIFFERENT PROCESS OF CREATION, NO?" Journal of Developmental Entrepreneurship 11, n.º 04 (dezembro de 2006): 319–43. http://dx.doi.org/10.1142/s1084946706000453.
Resumo:
Entrepreneurship scholars have identified factors that frame the entrepreneurial process, such as the gender, race, ethnicity and wealth of entrepreneurs, the technological nature of the products or services offered, or the geographic location of ventures. Ventures bridging profit and service goals in new and creative ways are mushrooming. Building on a review of current research, the author speculates that "bridging profit and service" should be added to the list of factors that define the entrepreneurial process. In doing so, she calls for caution when extending to social entrepreneurial ventures' findings on research regarding business ventures, and for more research exploring the impact of this factor on the entrepreneurial process.
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Balachandra, Lakshmi, e Donna Stoddard. "Rahama Wright and Shea Yeleen". Entrepreneurship Education and Pedagogy 2, n.º 1 (16 de novembro de 2018): 43–57. http://dx.doi.org/10.1177/2515127418806469.
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Rahama Wright and Shea Yeleen is the story of a young female social entrepreneur, Rahama Wright, who started a nonprofit venture, Shea Yeleen, to train women in West Africa with a more lucrative livelihood by manufacturing shea butter to earn higher wages. The case describes the shea butter industry in Africa, the role of women in the industry, and Wright's background in nonprofit and government as her rationale for starting a nonprofit venture. The case outlines the different organizational forms that nascent entrepreneurs could start when creating a venture and ends with a decision point if Wright should continue running a nonprofit or if she should convert to a for-profit social venture. The case offers students an opportunity to understand the differences between nonprofits and for-profit ventures from organizational, strategic, and personal perspectives. Given Wright's goals and the dynamics of the shea butter industry, students learn that running a nonprofit is not sustainable and find that she did convert to a for-profit social venture in order to accomplish her mission of empowering women in the Sahel region of Africa.
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Lee, Saerom, Lisa E. Bolton e Karen Page Winterich. "To Profit or Not to Profit? The Role of Greed Perceptions in Consumer Support for Social Ventures". Journal of Consumer Research 44, n.º 4 (19 de maio de 2017): 853–76. http://dx.doi.org/10.1093/jcr/ucx071.
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Kickul, Jill, Lisa Gundry, Paulami Mitra e Lívia Berçot. "Designing With Purpose: Advocating Innovation, Impact, Sustainability, and Scale in Social Entrepreneurship Education". Entrepreneurship Education and Pedagogy 1, n.º 2 (abril de 2018): 205–21. http://dx.doi.org/10.1177/2515127418772177.
Resumo:
Social entrepreneurship is an emerging and rapidly changing field that examines the practice of identifying, starting, and growing successful mission-driven for-profit and nonprofit ventures, that is, organizations that strive to advance social change through innovative solutions. For educators teaching in this field, we advocate for a design thinking approach that can be integrated into social entrepreneurship education. Specifically, we believe that many of the design thinking principles are especially suitable and useful for educators to facilitate student learning as they create and incubate social ventures. We also advance a broader conceptual framework, which we describe as the four main mega-themes in social entrepreneurship education, namely innovation, impact, sustainability, and scale. We offer ways in which the design thinking steps can be integrated and applied to each of these themes and accelerate the social venture creation process. We conclude by discussing and presenting how design thinking can complement an overall systems thinking perspective.
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Park, Ji-Hoon, e Zong-Tae Bae. "Legitimation of Social Enterprises as Hybrid Organizations". Sustainability 12, n.º 18 (14 de setembro de 2020): 7583. http://dx.doi.org/10.3390/su12187583.
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On the basis of an inductive multiple case study of ten social enterprises, we explore how social enterprises, which incorporate for-profit and not-for-profit logics as a hybrid form, gain legitimacy. Our analysis suggests the existence of three types of social entrepreneurs’ hybrid identities and shows how these hybrid identities systematically shape legitimation patterns of social enterprises. Furthermore, our findings suggest that social enterprises’ organizational types as hybrids also determine their legitimation patterns. These findings theoretically contribute to the research on hybrid organizing, legitimation of new ventures, and social entrepreneurship.
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MONTI, DANIEL J., ANDREA D. RYAN, CANDIDA BRUSH e AMY GANNON. "CIVIC CAPITALISM: ENTREPRENEURS, THEIR VENTURES AND COMMUNITIES". Journal of Developmental Entrepreneurship 12, n.º 03 (setembro de 2007): 353–75. http://dx.doi.org/10.1142/s1084946707000721.
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Entrepreneurs and everyday businessmen and women have long engaged in different kinds of civic-minded activities. This study explores ways that urban entrepreneurs and managers engage in civic activities while pursuing business growth. In this preliminary analysis of owners and managers who have participated in a technical assistance program geared for entrepreneurs who are ready to take their existing venture "to the next level", we identify a kind of entrepreneur whose business model incorporates a social mission. These are not "social entrepreneurs" who engage in business practices in order to push their social agenda. Nor are they mimicking businesses that follow a "corporate social responsibility" model because they were shamed into it or believe it will be good for their bottom line. These are people whose ventures must make a profit if their social mission is to be achieved. They run what we call a "civic enterprise". Their behavior reflects a kind of "civic-minded capitalism".
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Brändle, Leif, Stephan Golla e Andreas Kuckertz. "How entrepreneurial orientation translates social identities into performance". International Journal of Entrepreneurial Behavior & Research 25, n.º 7 (11 de novembro de 2019): 1433–51. http://dx.doi.org/10.1108/ijebr-12-2018-0804.
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Purpose Entrepreneurial orientation (EO) has been viewed almost exclusively through the lens of profit-driven firms. However, individuals engage in entrepreneurship not only for economic reasons but also to enrich a community or to advance society. Drawing on upper echelons theory, the purpose of this paper is to address this issue by proposing that founders’ social identities shape the strategic choices of their ventures. Design/methodology/approach Drawing on the data from 318 founders in the early stages of their entrepreneurial activity, the study applies partial least squares structural equation modeling to empirically test whether founders’ social identities influence their ventures’ EO. Findings The findings of the current research show that founders whose dominant purpose is the creation of value for others are more likely to launch ventures oriented toward innovation. On the other hand, ventures of founders driven by economic self-interest accept more risk, which leads to higher performance outcomes on the enterprise, community and societal levels. Originality/value The study enhances the EO discussion by adding social identity theory as a way to explain different levels of EO in firms and answers the call for more diversity in EO–performance measurement by applying specific outcomes on the enterprise, community and societal levels to investigate whether a firm’s EO leads to the desired outcomes.
Teses / dissertações sobre o assunto "For-profit social ventures":
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Bhatt, Punita. "An exploratory study of social innovation in for-profit social entrepreneurial ventures in India". Thesis, Oxford Brookes University, 2012. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.579164.
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Innovation is identified in extant research as a defining characteristic of social entrepreneurial ventures (SEV s). Social innovations are desirable as they create employment opportunities, develop new industries and introduce new business models that address social needs. In recognition, governments and practitioners worldwide are looking at ways of fostering social innovations. Although there is growing interest in social innovation in various fields of research, there is little evidence of an in-depth empirical exploration of social innovations within the context of SEV s. Further, empirical research on social innovation in developing countries like India is lacking, though India is reported to have high levels of social entrepreneurial activity. This research intends to fill these gaps by empirically investigating social innovations in three for-profit SEV s in India. This thesis was based on the interpretive paradigm and adopted a subjective stance in exploring social innovations in for-profit SEVs. The objectives of this research are twofold. First, it attempts to understand the resource constraints under which social innovation emerges. Second, it investigates how SEV s overcome resource constraints through novel combinations of different forms of capital in line with the Schumpeterian view on innovation. In this inductive, exploratory study, qualitative data was collected from semi-structured interviews with multiple informants in three for-profit SEV s in India. The empirical evidence showed that social innovations are distinct in that they develop under resource constraints. In particular, access to financial and human capital was found to be lacking. The findings indicate that social capital was a key enabler of social innovations, and SEV s leveraged their social capital extensively to overcome resource constraints in their environments. Further, the entrepreneurial role of introducing a novel resource (capital) combination was performed by more collectivist forms of entrepreneurship. This included: collaborative entrepreneurship where an individual entrepreneur collaborated with a network of supporters; team entrepreneurship involving a team of social entrepreneurs; and collective entrepreneurship in a cooperative venture. This research underlines the complexity of the social innovation process and highlights the innovative use of capital forms in overcoming resource constraints. Suggestions for social entrepreneurs and practitioners on how to manage social innovations are implicit in its finding
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Serres, Coline. "Social Ventures and the Commons". Doctoral thesis, Universite Libre de Bruxelles, 2021. http://hdl.handle.net/2013/ULB-DIPOT:oai:dipot.ulb.ac.be:2013/325761.
Resumo:
Consciousness about the need for a more sustainable consumption and production patterns, as well as the will to cope with issues such as social exclusion and poverty, rose in the last decades. To answer such problems, new forms of social ventures have emerged on markets, including under the legal form of corporations. Social corporations are fully-fledged limited companies that officially commit themselves to a social mission by including the latter in their bylaws. Through their commercial activities, these new forms of social ventures target a specific social outcome. Either the whole population or a targeted group can benefit from this outcome. Thus, social corporations aim to pursue the common good. Entitled “Social Ventures and the Commons”, this doctoral dissertation aims to understand how new alternative profit-seeking business models, such as social corporations, can manage and contribute to the governance of common goods. With her seminal work, Elinor Ostrom widened the path for scholars to study the commons. Ever since, the academic world has extensively relied on her eight design principles when researching commons, allowing for a varied literature on the topic and the emergence of a paradigm in recent years; however, features of this paradigm are still fuzzy as different views and concepts of commons exist. While Ostrom conducted her research on the governance of traditional commons mainly, i.e. local natural resources collectively managed, the emergence of new concepts calls for a better of their governance mechanisms. Amongst the different concepts of commons existing, new commons have recently emerged. New commons are resources that have newly been recognized as commons. They derive from the principle of “commoning”: they are shared resources collectively organized and managed and can take the form of human-made commons, like culture, knowledge or urban spaces. They can be created both by humans and/or by organizations that are managed collectively. The first chapter of the dissertation, in the form of a conceptual paper, sheds light on the capacity of new alternative profit-seeking business models to govern new commons; a topic left out by scholars so far. It states under which conditions such unconventional forms of market-oriented organizations can contribute to the governance of commons and thus become commons-governing companies. Theoretical management principles applicable in the context of commons-governing companies are proposed and guide them to implement collective action through co-management with external and/or internal stakeholders. The second chapter of the dissertation presents an original global typology of social corporations that distinguishes between three generic types according to their legal structure and underlying motivation to integrate a social mission into their bylaws. It identifies four core social corporation governance elements: voting rights implementation, profit distribution, property regime, and ownership structure. Additionally, the typology is complemented with a multiple case study of three social corporations (one per generic type). The case study focuses on the five governance capabilities that social corporations develop to be sustainable in the long run, and that relate to the three main pillars of performance, conformance, and responsibility. The third and last chapter of the thesis aims to comprehend the governance mechanisms developed by social corporations governing new commons. To do so, it draws from the community-based enterprise theory and the theory of the commons. I use qualitative data used collected within three community-based enterprises governing commons, and that adopt a social corporation legal form, in the United Kingdom. These organizations vary by date of creation, size, location, legal form, and types of new commons they contribute to. Findings show that these ventures design a triple-levelled goal governance to (1) manage the organization, (2) govern the commons, and (3) foster social good in the community. This doctoral dissertation primarily aims to contribute to the field of entrepreneurship. First, it contributes to social entrepreneurship by embracing the growing phenomenon of profit-seeking social ventures and provides with a better comprehension of their governance mechanisms, also when governing commons. Second, it sustains the development and understanding of the newly recognized entrepreneurship theory of commons. It does so by understanding how privately-held profit-seeking social ventures – social corporations – contribute to the provision of commons and become commons-governing companies.Doctorat en Sciences économiques et de gestion
info:eu-repo/semantics/nonPublished
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Benchekroun, Yasmina. "For profit social entrepreneurship: milestones to develop an efficient social venture". reponame:Repositório Institucional do FGV, 2013. http://hdl.handle.net/10438/10875.
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Countless appalling and alarming issues are yet scarcely resolved in spite of the mobilization of NGOs to alleviate them. For long, the private sector turned its back on such concerns. Until a new kind of ground-breaking entrepreneur appeared with a new concept to fight poverty. Mohamed Yunus pioneered social entrepreneurship when he defied conventional and stringent banking rules to lend money to Bengalis unworthy of credit, all of this while generating profits. Today, social entrepreneurship is a growing phenomenon but a majority of social for-profit entrepreneurs still struggle. And yet academic research on profit social ventures is still hesitating. This paper is a modest attempt to analyze what are the challenges a social for-profit entrepreneur will face along the journey to create his venture and sustain his objectives. The literature review relates that difficulties faced by entrepreneurs are due to several factors, comprised of issues related to market uncertainty and local environment, organizational issues, funding, ethical issues and business model resilience issues. The propositions stemming from the literature review have been confronted to real life cases through interviews with social entrepreneurs, impact investors and supporting institutions. Results seem to corroborate the initial propositions but emphasize the need to address market uncertainty issues and a proper governance design. On a market level, the identification of key stakeholders and the adoption of an effectual mindset to adjust initial assumptions to the local reality are likely to be a token of success. On the organizational level, the constitution of a skilled and committed team and the design of the right governance in order to balance between the desire to generate social wealth and the need for financial sustainability is most probably a pledge of success.
Inúmeras questões terríveis e alarmantes são ainda mal resolvidas, apesar da mobilização de ONGs para aliviá-los. Por muito tempo, o setor privado deu as costas a preocupações tal qual estas. Ate que um novo tipo de empreendedor revolucionário apareceu com um novo conceito para combater a pobreza. Mohamed Yunus desbravou empreendedorismo social quando criou a Grameen Bank 36 anos atrás: ele desafiou regras convencionais e estritas alugando dinheiro para Bengalis desmerecidos de credito, tudo isso obtendo lucro no mesmo tempo. Hoje, empreendedorismo social esta um fenômeno mas a maioria dos empreendedores do setor dos e meia ainda enfrentam dificuldades. A pesquisa acadêmica sobre o empreendedorismo social com fins lucrativos ainda está hesitante. O presente trabalho é uma modesta tentativa de analisar quais são os desafios que um empreendedor social com fins lucrativos enfrentará ao longo do caminho para criar seu empreendimento e sustentar os seus objetivos. O exame da literatura mostra que as dificuldades enfrentadas pelos empreendedores são devido a vários fatores, compreendo questões diretamente relacionadas a incerteza do mercado e o contexto local, questões organizacionais, de financiamento, de ética e questões relacionadas a resistência do modelo de negocio. As proposições derivando do exame da literatura foram confrontadas a casos concretos através de entrevistas com empreendedores sociais, investidores de impacto e instituições de apoio. Resultados da pesquisa corroboram as proposições do inicio mas enfatizam necessidade de resolver, com consideração cuidadosa, as questões relacionadas a incerteza do mercado e ao desenho duma governança adequada. A respeito da incerteza do mercado, a identificação das partes interessadas no empreendimento social e a adoção duma mentalidade eficaz para ajustar suposições iniciais para a realidade local, são um padrão chave de sucesso para o empreendimento social. No nível organizacional, a constituição dum time perito e comprometido junto com o desenho duma governança certa para equilibrar o desejo de obter lucro e a necessidade de sustentabilidade financeira é uma garantia de sucesso para o empreendedor social.
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Scherrer, Miles. "Funding of Social Enterprises : A case study of high investor engagement funding practices on for-profit social enterprises". Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-297872.
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This bachelor thesis evaluates how high-engagement investors contribute to the development and growth of for-profit social enterprises by providing both funding and non-financial advisory services focused on organisational capacity-building. Case studies on three social enterprises describe the structure of funding deals, what considerations affected these due to the high social character of the ventures, and inquire into the relationship between social enterprise and their investors to evaluate how the investors provide value for their investees beyond capital. The investor types involved include commercial venture capital funds, angel investors, accelerator programs and venture philanthropy funds; a sort of social impact investment fund which combines the high- engagement mentoring of venture capital funds with lower expectations on financial returns in exchange for higher demands on social impact. The findings indicate that high-engagement investors in general provide a wide range of services to the social enterprises studied, where strategic advisory services and networks introductions are identified as key enablers for development. Aligning philosophies on the combination of business and social impact is also identified as critical for a constructive relationship between investor and investee. The perceived value of venture philanthropy funding diverges between the cases; while filling an empty space in the social enterprise capital market, some findings question their capabilities and investment model. Apart from the initial research questions on how high-engagement investors add value to social enterprises, the study raises further questions on social enterprise funding in general and the issues that obstructs these organisations from introducing innovation and growth to underdeveloped markets.
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Mosek, Linda. "Evaluating the tension with a not-for-profit organization, when developing a business model for the maintenance of a sustainable profitable business venture". Swinburne Research Bank, 2007. http://hdl.handle.net/1959.3/32264.
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Thesis (PhD) -- Swinburne University of Technology, Australian Graduate School of Entrepreneurship, 2007.[Submitted in partial fulfilment of the requirements of the degree of Doctor of Philosophy, Australian Graduate School of Entrepreneurship, Swinburne University of Technology, 2007]. Typescript. Includes bibliographical references (p. 206-214).
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Chin, Yu-chi, e 金玉琦. "New Approach for Non-profit Organization Resource Development— The Feasibility study of Venture Philanthropy and Social Enterprise". Thesis, 2003. http://ndltd.ncl.edu.tw/handle/86011717661233536730.
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碩士南華大學
非營利事業管理研究所
91
As the blossoming development of the non-profits, the social resource is over taken by the needs. It causes the non-profits start to confront to the competitive market and they are caught in the increasing social services and financial lacking problems for the recession and government policy modification (welfare budget deducted and interest dropped) in the same time. Also, the unstable human and financial resources, the wants of professional manager to program the further planning are always the internal matters of non-profits. Therefore, in order to develop the ability of self-sustainability, how the non-profits enhance the financial structure, reinforce efficient management and the organization competence are critical issues. In America, the non-profits have gotten very best experiences for the issues of venture philanthropy and social enterprise which the main spirit and operation models include the strategy management, value creation and resource allocation. It should be an affirmative concept for the non-profits in Taiwan. This study would expect to learn the practices of both venture philanthropy and social enterprise, then contrast them with the non-profits in Taiwan to understand if these innovating approaches are feasible for the resource development. As learned from the reference, venture philanthropy and social enterprise are not exactly brand new model or method, even though they are new names in the non-profit field. From the interview of this study, shows the existing commercialized ways of non-profits in Taiwan are similar to the practice of venture philanthropy and social enterprise. Therefore, the following topics will be how to fund and support non-profit developing the suitable venture philanthropy in Taiwan, strengthen the established social enterprise, thus, non-profits can extend impacts and service scales accordingly.
Livros sobre o assunto "For-profit social ventures":
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Bornstein, David, e Susan Davis. Social Entrepreneurship. Oxford University Press, 2010. http://dx.doi.org/10.1093/wentk/9780195396348.001.0001.
Resumo:
In development circles, there is now widespread consensus that social entrepreneurs represent a far better mechanism to respond to needs than we have ever had before--a decentralized and emergent force that remains our best hope for solutions that can keep pace with our problems and create a more peaceful world. David Bornstein’s previous book on social entrepreneurship, How to Change the World, was hailed by Nicholas Kristof in The New York Times as “a bible in the field” and published in more than twenty countries. Now, Bornstein shifts the focus from the profiles of successful social innovators in that book--and teams with Susan Davis, a founding board member of the Grameen Foundation--to offer the first general overview of social entrepreneurship. In a Q & A format allowing readers to go directly to the information they need, the authors map out social entrepreneurship in its broadest terms as well as in its particulars. Bornstein and Davis explain what social entrepreneurs are, how their organizations function, and what challenges they face. The book will give readers an understanding of what differentiates social entrepreneurship from standard business ventures and how it differs from traditional grant-based non-profit work. Unlike the typical top-down, model-based approach to solving problems employed by the World Bank and other large institutions, social entrepreneurs work through a process of iterative learning--learning by doing--working with communities to find unique, local solutions to unique, local problems. Most importantly, the book shows readers exactly how they can get involved. Anyone inspired by Barack Obama’s call to service and who wants to learn more about the essential features and enormous promise of this new method of social change, Social Entrepreneurship is the ideal first place to look.
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Reiser, Dana Brakman, e Steven A. Dean. Introduction. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780190249786.003.0001.
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This introduction provides an overview of the challenges social enterprises face in raising capital and briefly describes the authors’ array of potential solutions, grounded in finance, corporate governance and contract law. It argues that to distinguish themselves from conventional for-profit ventures, social enterprises must broadcast their commitment to pursuing a social mission as well as profits. The chapter then explains that, although the law has evolved to accept the existence of social enterprises, it does not offer them a means to prove that they are what they claim to be. The introduction briefly articulates how social enterprise law could make the leap from permissive to protective—the topic the rest of the book will explore comprehensively. It concludes with a roadmap of the remaining chapters, which trace the history of social enterprise law and chart its possible future.
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Reiser, Dana Brakman, e Steven A. Dean. The Social Enterprise Trust Deficit. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780190249786.003.0002.
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This chapter explains why social enterprises have more difficulty gaining access to capital than conventional businesses do. It begins with the insight that law lends both for-profits and nonprofits the stability they need to raise capital; legal doctrine and enforcement mechanisms combine to reassure donors and investors that their contributions to standard businesses and charities will be well spent. Using the tools of game theory, the chapter then describes the more challenging assurance problem faced by social enterprise founders and investors. For either an entrepreneur or investor to commit capital to the venture, each must trust the other to remain faithful to both of its dual missions—and particularly to be willing to trade more social good for lower financial returns. The chapter concludes by describing why neither traditional for-profit and nonprofit law nor the first-generation of social enterprise law satisfactorily bridge this trust deficit.
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Mack, Adam. Sensory Refreshment. University of Illinois Press, 2017. http://dx.doi.org/10.5406/illinois/9780252039188.003.0006.
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This chapter examines Joseph Beifeld's attempts to create a respectable amusement park that he envisioned would enhance Chicago's civic health by rejuvenating the senses of its residents. White City represented an effort by nineteenth-century cultural elites to lift up the sensibilities of the working and middle classes by surrounding them with beautifully designed spaces. According to Beifeld, his White City amusement park was a commercial venture based on “humanitarian principles.” The goal had less to do with turning a profit and more to do with raising social and cultural standards for political purposes. After the park's first few seasons that began in 1905, however, Beifeld's uplifting vision faded. This chapter considers why Beifeld's amusement park did not flourish and concludes with a discussion of Jane Addams's claim that Chicago's commercial culture debased the senses of young people and thus degraded their character.
Capítulos de livros sobre o assunto "For-profit social ventures":
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Chiweshe, Nigel. "Marketing for Social Entrepreneurship". In Incorporating Business Models and Strategies into Social Entrepreneurship, 131–44. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-4666-8748-6.ch008.
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Social entrepreneurship has been motivated by the reality that conventional for profit organisations did not have the capacity to address social challenges endemic to society. Further to this the notion of pairing social goals and entrepreneurship is paradoxical in nature. This chapter therefore presents the marketing of social ventures to address social problems. The chapter proposes that this will be done through an in depth understanding of where marketing and social entrepreneurship interact, providing clarity as to what social entrepreneurship is, indicating what is driving social entrepreneurship and developing marketing strategies for social entrepreneurship from the knowledge shared by various writers in the disciplines of entrepreneurship and marketing. Through a critical analysis of the writings of the various researchers the chapter offers a tactical tool to market social ventures and ultimately provide social improvement.
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John, Rob. "Corporations and Social Enterprises". In Advances in Business Strategy and Competitive Advantage, 26–53. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-4195-1.ch003.
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This chapter describes how corporations and social enterprises in Asia can co-create social value. The traditional role of corporate philanthropy is transactional in nature, where the donation of resources from a corporation allows a non-profit organisation to create social value through its mission. The rise of social entrepreneurship as an alternative for creating social value through hybrid business models has given rise to novel opportunities for corporate philanthropy. Corporations can use their discretionary finances to support social enterprises across the spectrum of their organisational development from ideation and early stage ventures to later stages of maturity. The chapter offers case studies from Singapore, India, and Hong Kong that exemplify the co-creation of social value through small enterprise acceleration, angel investing, corporate venture capital, and business process outsourcing.
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Bengo, Irene, Veronica Chiodo e Valentina Tosi. "Measuring a Blended Performance: Managerial Insights from the Field of Impact Entrepreneurship". In Entrepreneurship [Working Title]. IntechOpen, 2020. http://dx.doi.org/10.5772/intechopen.94441.
Resumo:
The commitment to generating a blended value is increasingly spreading in the business sector. At the forefront of this movement, impact ventures are organizations born to produce value for the society, i.e. social impact, while engaging in commercial activities to sustain their operations. On the other end, we have observed an increased emphasis on more responsible, sustainable practices that traditional for-profit businesses have been called to establish. Accounting for and reporting on social impact has become increasingly of interest to a range of institutions and sectors, with the result that many competing methodologies, approaches, guidelines and standards have been introduced. The chapter performs a comprehensive review of existing approaches for impact measurement and management implemented by socially-oriented ventures (both not for profit organizations and for-profit businesses) focusing on both methodological, governance and operational barriers and enabling factors of the practices. Then, it drafts a framework which helps any ventures to structure a process and methodology to measure its blended performance. The research not only contributes to the scant literature on impact entrepreneurship but impact ventures might offer a compelling laboratory to disentangle the obstacles posed by the combined achievement of financial and social objectives and how organizations might address these challenges.
4
Kelly, Paul. "Funding Your Festival". In Principles of Festival Management. Goodfellow Publishers, 2019. http://dx.doi.org/10.23912/978-1-911396-82-6-4076.
Resumo:
Every organisation needs money to get going, and this includes non-profit ventures. The reasons why they need it may vary, as may the sources. To get a venture off the ground it generally needs ‘start-up funding’, whether it be borrowing £50 off your auntie to pay for the costs of printing some flyers, or maybe setting up a limited company, or borrowing £250,000 from a bank or financial institution to open several shops and an office. Whichever it is, you will have costs. So, unless you have a large sum of cash lying idle, you will need to find a way of raising money to get things started. Another reason for needing cash is if you know your venture, be it a new festival or a community arts venture, will not generate enough box office or other earned income to cover its costs, meaning you will be making a loss from the outset. In this case, if your project meets a well-articulated social need you will be able to make a case for start-up funding and money to cover its running costs. How you make the funding approach very much depends on your festival’s ethos and its legal structure. We covered the first of these in Chapter 2 and the legal issues are covered in more detail in Chapter 6. This chapter will give you the framework that ties together your festival objectives, its legal structure and the potential funding sources as well as some of the techniques you will need for raising that all-important cash. This chapter focuses mainly on fund-raising for not-for-profit or social enterprise festivals. The principles of persuading donors or bodies like an Arts Council are not that different from those of persuading commercial investors, other than that the return you would promise commercial investors would be financial rather than social or artistic objectives. The chapter starts by looking at those differences.
5
Matthews, John T. "Financialization and Neoliberalism: A Snopes Genealogy". In Faulkner and Money, 59–77. University Press of Mississippi, 2019. http://dx.doi.org/10.14325/mississippi/9781496822529.003.0005.
Resumo:
Faulkner charts Flem Snopes's career against the economic environments he exploits serially.If in The HamletFlem calculates the shift from agricultural labor to finance capitalism around the turn of the twentieth century, in The Town, set in the 1920s, Flem seizes on what appears to be a different kind of financialism.Unlike finance capitalism, in which lenders underwrite the production of goods by extending credit, financialization operates as if finance can be separated from nonfinancial activity.The ability to profit from intangible financial activities typifies many of the money-making ventures in The Town, from the machinations of insurance companies and banks, to opportunistic trade in social information.Writing in the 1950s, however, Faulkner suggests a longer genealogy for modern financialization, one that traces its origins to slave capitalism, and that exposes the roots of contemporary neoliberalism in illiberal exploitation.
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Olcott, Don. "Beyond the Boundaries". In Global Challenges and Perspectives in Blended and Distance Learning, 36–54. IGI Global, 2013. http://dx.doi.org/10.4018/978-1-4666-3978-2.ch003.
Resumo:
The rapid increase in internationalism and borderless higher education by public and for-profit universities is changing the face of the global higher education landscape. Today, universities have more opportunities for serving campus-based international students and extending their programs and research on the international stage. Students also have more choices than ever before in navigating their educational future and are becoming active consumers of global HE. Language, culture, and social norms are as critical as any educational strategies used to build and sustain international partnerships. An understanding, tolerance, and humility about the educational process in other countries is a necessity for building successful partnerships. Borderless higher education is highly complex and involves various risks for colleges and universities and the need to justify foreign ventures or adventures to key stakeholders at home. The “new global regionalism” will accelerate HE competition for students, and the global destination choices for students may drive more students to remain in their region than going to traditional destinations such as the US, UK, and Australia. Universities will function more like businesses, and their foreign partnerships and campus international recruitment will be based on leveraging profitable revenues to supplement their composite educational enterprise. This will be accentuated by reduced government funding and the need to temper continuous tuition and fee increases. Quality assurance agencies will exert greater pressure on universities to maintain accountability, program standards, and alignment with their core mission. University chief executives will need to navigate a range of complex issues before leading their universities into unchartered international waters. Indeed, some universities have no business in the business of borderless higher education. This chapter explores borderless higher education.
7
Olcott, Don. "Beyond the Boundaries". In Cross-Cultural Interaction, 1604–22. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-4979-8.ch091.
Resumo:
The rapid increase in internationalism and borderless higher education by public and for-profit universities is changing the face of the global higher education landscape. Today, universities have more opportunities for serving campus-based international students and extending their programs and research on the international stage. Students also have more choices than ever before in navigating their educational future and are becoming active consumers of global HE. Language, culture, and social norms are as critical as any educational strategies used to build and sustain international partnerships. An understanding, tolerance, and humility about the educational process in other countries is a necessity for building successful partnerships. Borderless higher education is highly complex and involves various risks for colleges and universities and the need to justify foreign ventures or adventures to key stakeholders at home. The “new global regionalism” will accelerate HE competition for students, and the global destination choices for students may drive more students to remain in their region than going to traditional destinations such as the US, UK, and Australia. Universities will function more like businesses, and their foreign partnerships and campus international recruitment will be based on leveraging profitable revenues to supplement their composite educational enterprise. This will be accentuated by reduced government funding and the need to temper continuous tuition and fee increases. Quality assurance agencies will exert greater pressure on universities to maintain accountability, program standards, and alignment with their core mission. University chief executives will need to navigate a range of complex issues before leading their universities into unchartered international waters. Indeed, some universities have no business in the business of borderless higher education. This chapter explores borderless higher education.
8
Kruse, Tina P. "Creating and Scaling Youth Social Entrepreneurship Programs". In Making Change, 122–28. Oxford University Press, 2019. http://dx.doi.org/10.1093/oso/9780190849795.003.0015.
Resumo:
This chapter offers a primer for starting and sustaining a youth-focused social entrepreneurship program. To this end, an overview of types of small businesses and social enterprises is included, along with conceptual resources for any venture. Terminology is introduced in this chapter to help the novice reader, including terms such as “cottage industry,” “micro-business,” “market analysis,” and “enterprise development phases.” Furthermore, this chapter explores the limits and potential of growth for youth social entrepreneurship initiatives. Whether or not and how to “scale up” is a foremost concern for nonprofit and for-profit social enterprises. The readers will find here a discussion of perspectives and considerations to help drive forward such an essential programmatic decision.
9
M. Govender, Cookie. "Transitioning HRM to HSM - Human Self-Management Goes beyond Traditional HR". In Beyond Human Resources - Research Paths Towards a New Understanding of Workforce Management Within Organizations [Working Title]. IntechOpen, 2021. http://dx.doi.org/10.5772/intechopen.96981.
Resumo:
Traditional HRM consists of people and profit management. In the recent decades, HRM has transitioned into human capital management (HCM), focusing on people, planet and profit management. HCM views employees as assets who should be talent managed and supported to innovatively produce and perform through talent opportunities. HCM and talent management strategies promote multiple intelligences and enable multitalented potential to meet individual, organisational, economic and societal needs. Since 21st century humans seek meaningful employment that purposefully contribute to all sectors of society, businesses need to go beyond HR, innovatively exploring how all employees can be developed, thus transforming their high potential into entrepreneurship ventures. Can organisations transition HRM to HCM providing talent creation opportunities, while strategically aiming towards transforming employees into self-managing talent entrepreneurs? The proposed HRM-HSM Transitioning Model with five key steps and roles for HR, line managers and employees may hold the answer to this question, as explored in this conceptual chapter.