What is your personal definition of social entrepreneurship? • Explain why you took this course and what are your individual goals and objectives for the course?
Order Description This is a social entrepreneurship course 1-Create your own profile of a social entrepreneur 2- Grounding in social entrepreneurship 3-Initial questions on social entrepreneurship each topic please answer in 1 page in Q and A form regarding . Curriculum for this Program Social entrepreneurship 1.1 Introduction (Done) Globe in hands flickr.com / J L / CC BY-NC-SA 2.0 ‘Social entrepreneurs are not content just to give a fish, or teach how to fish. They will not rest until they have revolutionized the fishing industry.’ Bill Drayton, Ashoka Learning objectives In this unit, you will be introduced to social entrepreneurship and social entrepreneurs who desire to serve the public good through entrepreneurial activities. In this unit, you will: • Investigate unsung heroes from around the world who are changing the world. • Interpret the growth of social entrepreneurship as a concept that has grown into an international phenomenon of positive social change. Group activity: Your role in this course If you have not done so already, please post your personal profile in the Introductions forum and provide information about yourself including: • A brief biography of who you are, where you live and anything else about yourself you think might interest us (family, hobbies, work, etc.). • What is your personal definition of social entrepreneurship? • Explain why you took this course and what are your individual goals and objectives for the course? If there are additional goals and objectives that you personally would like to achieve or a particular industry (healthcare, education, etc.) that you have interest in, please include that as well. What are your future career aspirations? • Gandhi said, ‘Be the change you wish to see in the world.’ If we were blessed to have Gandhi join our class, what would you say to him about how you would like to ‘be the change you wish to see in the world’? Please ignore 1.1 Introduction as I did it already 1.2 Profile of social entrepreneurs Bill Drayton, Founder of Ashoka Inspired by the likes of Martin Luther King, Jr., Gandhi and Jean Monnet, Bill Drayton believed in the power of the person who is committed to impacting the lives of others. He founded Ashoka in 1980 with the ‘premise that the most effective way to promote positive social change is to invest in social entrepreneurs with innovative solutions that are sustainable and replicable, both nationally and globally.’ Supporting advances in education and environmental protection and addressing human rights, rural development, poverty alleviation, health care improvements, and other fields, Ashoka is founded on the ‘everyone a changemaker’ philosophy. Named by US News & Report as one of ‘America’s Best Leaders’, Drayton empowers social entrepreneurs around the world and has amassed over 2,000 Ashoka fellows from 60 countries. Ashoka funds social entrepreneurs with proven entrepreneurial quality and has applied emotional intelligence, with a strong ethical fibre and the ability to scale the organisation to serve more disadvantaged individuals. (www.ashoka.org) top John Bird, Founder UK’s The Big Issue. ‘The Big Issue was launched in 1991 by Gordon Roddick and John Bird in response to the growing number of rough sleepers on the streets of London. The two set out to address the problem of homelessness by offering homeless people the opportunity to earn a legitimate income; to ‘help them to help themselves’. Twenty years on the organisation has helped thousands of vulnerable people to take control of their lives, and currently works with around 2000 homeless and vulnerably housed people across the UK.’ Taken from www.bigissue.com/about-us, 14 May 2012 1.3 Create your own profile of a social entrepreneur Group activity: Create your own profile of a social entrepreneur The main activity for this week is to represent visually a social entrepreneur and his/her social venture. It must be a social entrepreneurial enterprise about creating something visual, creating a profile in text alone is also fine. When you have completed this profile post it to the Introduction to social entrepreneurship forum, and comment on the profiles others have posted. Remember,. Include the following information: 1. Name of organisation and founding social entrepreneur 2. Organisation’s goal for social change and what is the organisation’s approach to making social change? 3. How many people were ‘directly’ affected by its work in the last year? 4. What was the organisation’s annual revenue last year and from what sources was it generated? 5. How many employees does the organisation have? 6. Is this organisation a ‘success’ and how would you define that success? 1.4 Grounding in social entrepreneurship The person many consider the father of social entrepreneurship education is J. Gregory Dees. He started the first social entrepreneurship course at Harvard University in 1994 and has taught subsequent courses at Stanford and Duke Universities. Many of the readings and discussion questions you will encounter in the next ten weeks come from the exceptional course that Professor Dees teaches at Duke University, and we must give credit for his tremendous leadership in developing the field and sharing his insights with us. To ground yourself in social entrepreneurship, we are going to start by reading the following texts. top Individual activity: Grounding in social entrepreneurship Read the following: • Bornstein and Davis, 2010 Social Entrepreneurship: What Everyone Needs to Know, Oxford University Press. Part 1, pp. 1–47. • Martin, R. L., & Osberg, S., 2007 ‘Social Entrepreneurship: The Case for Definition’, Stanford Social Innovation Review, pp. 27–39. As you read these, start to consider the following questions and make notes in your social innovation blog or elsewhere on how you would answer them, as we’ll be revisiting these later. 1. How would you answer the question: ’Isn’t all entrepreneurship social?’ What is the difference between social entrepreneurship, traditional commercial entrepreneurship and charities? According to Dees and Battle-Anderson, there are two schools of thought in social entrepreneurship: the social innovation school and the social enterprise school. What do you believe are the critical elements in social entrepreneurship? Do you believe social entrepreneurs need to be structured as for-profit organisations or non-profit or could it be a hybrid of both? 2. Who is the targeted beneficiary in social entrepreneurship, commercial entrepreneurship, social service provision, social activism, philanthropy, and charity? Who bears the costs of production in each? Is serving others the means or the end? How might changing the motive behind value-creation change the process by which that value is created? 3. What recommendations do you have for government’s role in addressing social problems? What role should charities play? Do you believe the private sector should play a role? 1.5 Typology of ventures In the history of many countries, individuals and communities have relied on the government and NGOs to solve all of the social problems. Understanding the difference between social entrepreneurship and non-profit leadership or charities, Corporate Social Responsibility (CSR) and traditional entrepreneurship has been difficult for people new to the field. Let’s look at an illustration from a team of faculty at Babson College in the United States who developed a framework to help explain the balance between a venture’s mission and how social entrepreneurs use the market to impact the social mission. The typology states that traditional commercial entrepreneurship has an economic mission and the business uses the markets to prove impact (i.e. the bottom line, based on profit). An NGO’s purpose is social mission coupled with a social marketplace that does not use the traditional measures of a for-profit business (i.e. profit). A social entrepreneur utilises the markets while staying focussed on the social mission. The centre quadrant notes that there is a potential for hybrids. For example, a non-profit organisation could start a commercial venture. Typology of ventures Based on diagram presented by Heidi Neck, Candida Brush, Patricia Greene, Stephen Schiffman, and Denis Ceru for the 2008 USASBE conference, San Antonio TX In Europe, the range of mutual and cooperative approaches to social entrepreneurship tends to be grouped under the term of ‘social enterprise’ and would tend to fall in the non-profit leadership quadrant of this typology. In many parts of the world, the social entrepreneurship literature typically focuses on the role of the individual entrepreneur. Keep in mind as you read this unit that the challenge of balancing the role of collective action versus the traditional entrepreneurial perspective of an individual pursuing a social purpose organisation should be considered. In addition, as you review this unit, think about what role you believe governments should play in addressing societal problem? Would you recommend that the responsibility falls in the hands of charities to solve these problems? What role should private enterprise play in addressing social problems? Over time, I have heard my colleagues and entrepreneurs claim that ‘all entrepreneurship is social.’ An entrepreneur creates jobs, opportunities for new products and services, and wealth. How would you answer the question: “Isn’t all entrepreneurship social?” 1.6 Definitional disputes After researching over 300 courses around the world that espouse to be on social entrepreneurship, my research partner, Susan Steiner from the University of Tampa, and I have developed a definition of social entrepreneurship that we believe resonates with the passion to change the world through entrepreneurial efforts. ‘Social entrepreneurship is the creation of social impact by developing and implementing a sustainable business model which draws on innovative solutions that benefit the disadvantaged and, ultimately, society at large..’ Debbi Brock & Susan Steiner Social Entrepreneurship Model Brock and Steiner, 2010. The Social Entrepreneurship Model: Building Sustainable Innovations to Achieve Social Impact. The starting point for any social entrepreneurial endeavour is the identification of a social need, with the end goal of being able to address that need. Just as an entrepreneur develops an innovative solution to address a problem, a social entrepreneur must develop innovative solutions. On a personal note, as you read through the units in the course, my personal bias is for the individual social entrepreneur who achieves long-term systemic change, addressing a social problem. In reality, there are few examples of one intervention that can achieve systemic impact and the change typically occurs after multiple interventions from individual organisations, NGOs, for-profits and governmental agencies. Finally, building a sustainable business model that will stand over time is imperative to the future success of the organisation. Based on the visual above, social entrepreneurship begins with identifying a social need and ends with creating social impact with the motivation for starting the organisation inspired by a clearly identified social mission. Two schools of thought While reading the Martin and Osberg article, the Davis and Bornstein book, and the definition above, you will note there are a number of social entrepreneurship definitions. According to Dees and Battle-Anderson, there are two schools of thought, the social innovation school and the social enterprise school. The social innovation school starts with entrepreneurship and Schumpeter’s premise that ‘entrepreneurs revolutionize patterns of production’ (Schumpeter, 1942). The social enterprise school became popular in the 1990s when non-profits were starting earned-income ventures. According to the European Commission’s definition of social enterprise, ‘the primary objective is to achieve social impact rather than generate profit for owners and stakeholders. It operates in the market through the production of goods and services in an entrepreneurial and innovative way, and uses surpluses mainly to achieve social goals. It is managed in an accountable and transparent way, in particular by involving workers, customers and stakeholders affected by its business activity.’ According to Dees, social entrepreneurs use innovation to create long-term systemic change and start for-profit, non-profit or hybrid (of the two) organisations (Dees, 2006). Challenges to various definitions are common. In the article, the authors highlight the lone social entrepreneur, serving the needs of the targeted community. Dr. Rory Ridley-Duff at Sheffield Hallam University, critiques Martin and Osberg’s perspective with three major issues. First, he challenges the authors for providing a ‘hopeless romantic view’ of social entrepreneurs when research shows that over 50% of entrepreneurs become one, not because of choice, but because there is no other opportunity (Spears, 2006). In addition, the collective aspect of social entrepreneurship is not addressed as well as the social rationality and the role of cooperatives (Ridley-Duff, R. and Seanor, P., 2011). While the debate between the various forms of organisations will continue, you should be challenged to investigate all forms of social purpose organisations in this course. ‘The old ways of getting things done – public services versus charities, versus private enterprise – are starting to merge, and the future is hybrid.’ Peter Holbrook, Social Enterprise UK While there will continue to be definitional debates about the field, I agree with Bill Drayton who said at the 2008 Skoll World Forum, ‘let’s dispense with the definitional disputes’ and move to the work at hand. As with commercial for-profit ventures, no organisation is successful at the hands of one individual; it is the collective effort of everyone in the organisation coming together that ensures business success. Let’s focus at the task at hand and build the field of social entrepreneurship instead of debating the terminology. 1.7 Group activity: Initial questions on social entrepreneurship Group activity: Initial questions on social entrepreneurship Revisit your notes from the earlier grounding in social entrepreneurship activity and share your answers to these questions in the Introduction to social entrepreneurship forum. 1. How would you answer the question: ‘Isn’t all entrepreneurship social?’ What is the difference between social entrepreneurship, traditional commercial entrepreneurship and charities? According to Dees and Battle-Anderson, there are two schools of thought in social entrepreneurship: the social innovation school and the social enterprise school. What do you believe are the critical elements in social entrepreneurship? Do you believe social entrepreneurs need to be structured as for-profit organisations or non-profit, or could it be a hybrid of both? 2. Who is the targeted community in social entrepreneurship, commercial entrepreneurship, social service provision, social activism, philanthropy, and charity? Who bears the costs of production in each? Is serving others the means or the end? How might changing the motive behind value-creation change the process by which that value is created? 3. What recommendations do you have for government’s role in addressing social problems? What role should charities play? Do you believe the private sector should play a role? 1.8 Conclusion As you are challenged to understand the social entrepreneurs who are addressing social needs, you should question and challenge the positions of the multiple authors that you will be reading as you come to understand this new and exciting field. A healthy debate in any emerging field is necessary to clarify the challenges facing its development. To identify an innovative solution to a social problem, remember social entrepreneurs are not given a blueprint of how to solve problems, how to launch their own organisation, or how to scale operations. There are multiple approaches to developing a good social business opportunity and proving the viability of that idea. Ambiguity is part of the challenge. There is no safety net, no perfect solution, and no ‘right’ answer. 1.9 Further reading and references Further reading • Bornstein, D., 2004 How to Change the World: Social Entrepreneurs and the Power of New Ideas, New York and Oxford, Oxford University Press. • Dees, J. G., 2007 ‘Taking social entrepreneurship seriously’, Society, vol. 44, issue 3, pp. 24-31. • Ashoka U and Brock. 2011. Social Entrepreneurship Abroad. Social Entrepreneurship Education Resource Handbook , Ashoka U • Skoll World Forum • Restakis, J, 2010 Humanizing the Economy: Cooperatives in the Age of Capital, Gabriola Island, B.C., New Society Publishers, chapters 3–5. References • Bornstein, D and Davis, S., 2010 Social Entrepreneurship: What Everyone Needs to Know, New York and Oxford, Oxford University Press. • Brock, D.D., and Steiner, S., 2010 The Social Entrepreneurship Model: Building Sustainable Innovations to Achieve Social Impact, paper presented at the Satter Social Entrepreneurship Conference, New York. • Dees, J.G. and Battle-Anderson, B. 2006 ‘Framing a theory of social entrepreneurship: building on two schools of practice and thought’, Business, vol. 1, issue 3, pp. 39-66. • Dees, J.G. 1998 The meaning of social entrepreneurship. • Dees, J.G. 2007 ‘Taking social entrepreneurship seriously’, Society, vol. 44, issue 3, pp. 24-31. • Defourny, J. and Nyssens, M., 2006 ‘Defining social enterprise’ in Nyssens, M. (ed.), Social Enterprise: At the Crossroads of Market, Public Policies and Civil Society, London and New York, Routledge. • Defourny, J. and Nyssens, M., 2010 ‘Conceptions of social enterprise and social entrepreneurship in Europe and the United States: convergences and divergences‘, Journal of Social Entrepreneurship, vol. 1, issue 1, pp. 32-53. • Drucker, P.,1990 ‘The third sector: America’s non-market counter culture’, The Social Contract Press, vol. 1, no. 2, Winter. • Martin, R.L. and Osberg, S., 2007 ‘Social entrepreneurship: the case for definition’, Stanford Social Innovation Review, vol. 5, issue 2, pp. 28-39. • Neck, H., Brush, C. and Allen, E., 2009 ‘The landscape of social entrepreneurship’, Business Horizons, vol. 52, issue 1, pp. 13-19. • Nicholls, A., 2010 ‘The legitimacy of social entrepreneurship: reflexive isomorphism in a pre-paradigmatic field’, Entrepreneurship: Theory & Practice, vol. 34, issue 4, pp. 611-33. • Ridley-Duff, R. J. and Seanor, P., 2011 ‘Leadership and Social Entrepreneurship’ in Ridley-Duff, R. J. and Bull, M. (eds.), Understanding Social Enterprise: Theory and Practice, London, Sage Publications, pp. 193-209. • Schumpeter, J., 1942 Capitalism, Socialism, and Democracy, New York, Harper & Row. • Spear, R., 2006 ‘Social entrepreneurship: a different model’, International Journal of Social Economics, vol. 33, issue 5/6. • Zahra, S.A, et al., 2009 ‘A typology of social entrepreneurs: motives, search processes and ethical challenges’, Journal of Business Venturing, vol. 24, issue 5, pp. 519-32.
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