Social Entrepreneurship An Evidence-Based Approach to Creating Social Value Bryson Series in Public and Nonprofit Management Series

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.

Tables, Figures, and Exhibit xi

The Authors xiii

Introduction: Understanding and Using Social Entrepreneurship xv

Part One: Social Entrepreneurship: Concept and Context 1

One The Many Faces of Social Entrepreneurship 3

What Is Social Entrepreneurship? 3

Who Are the Social Entrepreneurs? 8

Why Social Entrepreneurship? 11

Where Does Social Entrepreneurship Occur? 17

Concluding Thoughts 22

Two Social Entrepreneurship as Organizational Behavior 25

Entrepreneurial Orientation 27

Measures, Determinants, and Outcomes of EO 32

Entrepreneurial Intensity 34

Limitations of EO and EI 37

Social Entrepreneurial Orientation 38

Concluding Thoughts 43

Part Two: Understanding and Managing the Social Entrepreneurial Process 45

Three Discovering and Creating Social Entrepreneurial Opportunities 47

Defining Opportunity 50

How Are Social Entrepreneurial Opportunities Different? 54

How Are Social Entrepreneurial Opportunities Discovered or Created? 55

Phase One: Idea Generation 57

Phase Two: Opportunity Assessment 62

Concluding Thoughts 66

Four From Opportunity to Action 67

Elaborating the Opportunity with Social Impact Theory 69

Putting Theory into Action: Developing the Operating Model 73

Venture Feasibility and Planning 76

Supporting Analysis 80

Concluding Thoughts 88

Five From Action to Impact 89

Social Venture Effectiveness 90

Approaches to Social Venture Effectiveness 94

Outcome and Impact Evaluation 101

Monetizing Outcome and Impact 107

Increasing Social Venture Impact: Scaling 110

Concluding Thoughts 114

Six Funding Social Entrepreneurship 117

Funding Public Sector and For-Profit Social Entrepreneurship 119

Funding Nonprofit Social Entrepreneurship 122

Philanthropy and Social Entrepreneurship 128

Government Funding 132

Earned Income, Loans, and Equity 133

Concluding Thoughts 139

Part Three: Understanding and Managing the Social Intrapreneurial Process 141

Seven Social Intrapreneurship: Innovation from Within 143

Clarifying the Social Intrapreneurship Concept 145

Social Intrapreneurship Dimensions 147

Antecedents and Consequences of Social Intrapreneurship 150

Management Challenges of Social Intrapreneurship 154

Concluding Thoughts 158

Eight Managing the Social Intrapreneurial Process 161

The Nature of Innovation in Established Organizations 164

A Two-Phase Model of the Social Intrapreneurial Process 164

The Definition Process 167

The Impetus Process 170

Initiators of Innovations in Public and Nonprofit Organizations 174

The Role of Frontline Managers in the Social Intrapreneurial Process 176

The Role of Middle Managers in the Social Intrapreneurial Process 177

The Role of Top Managers in the Social Intrapreneurial Process 179

Concluding Thoughts 180

Part Four: Emerging Trends and Issues 181

Nine Social Entrepreneurship in the Public Sector 183

The Context of Public Sector Entrepreneurship 185

New Public Management and Reinventing Government 188

New Public Service 191

Current Practices and Approaches 192

Concluding Thoughts 200

Ten Boundary Spanning and Social Entrepreneurship 203

Working across Organizational Boundaries 205

Collaboration between Organizations 207

Engagement in Networks 211

Working across Sectors 219

New Legal Forms 228

Concluding Thoughts 230

Eleven New Media and Social Entrepreneurship 233

Introduction 234

New Media, New Possibilities 235

Myths and Realities about Social Media 238

New Media and Information Sharing 239

New Media and Fundraising 240

New Media and Stakeholder Engagement 241

A “Pyramid” Model of Social Media–Based Strategy 243

New Media, New Challenges 244

Concluding Thoughts 250

Conclusion: The Road Traveled and the Journey Ahead 253

Notes 261

Acknowledgments 305

Index 307

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.