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Social Entrepreneurship
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Table of Contents

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

About the Author

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 .

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