Index
ISBN: 978-1-80043-791-3, eISBN: 978-1-80043-790-6
ISSN: 2514-1759
Publication date: 24 November 2021
This content is currently only available as a PDF
Citation
(2021), "Index", Wasieleski, D.M. and Weber, J. (Ed.) Social Entrepreneurship (Business and Society 360, Vol. 5), Emerald Publishing Limited, Leeds, pp. 253-261. https://doi.org/10.1108/S2514-175920220000005013
Publisher
:Emerald Publishing Limited
Copyright © 2022 by Emerald Publishing Limited
INDEX
AACSB, 17
Ability, 58–59
Academic entrepreneurship. See also Social entrepreneurship (SE), 3–5
Accounting, 121, 127–128
and financial issues, 139–140
Acquaintances, 242–243
Active learning methodologies, 16
Agglomeration, 34
Agreed-upon protocol, 8
Alignment, 21–22
Alternate financial reporting mechanisms, 64–65
AMBA, 17
Anderson Darling (AD), 204
Archetypes of hybrid organizations, 121–122
Aspire, 56–57
Assembly Partners (AP), 124–126
Authentic cohesion, 224–226
Bala Sport, 77–78
Bandwidth, 39
Bored capital phenomenon, 44
Bounce back resilience, 226
Bounce forward resilience, 226
Bridging institutional entrepreneurship, 56–57
Brundtland Report, 196
BUILD Health Challenge, 86–87
Business models. See also Sustainable business models (SBMs), 64–65, 121, 145, 196
of cooperatives, 106–107
development, 112
Capital dessert, 34
Case cooperatives, 113
Case method (CM), 16
Case study approach, 57–58, 237–238
Causal identity, 176
Christchurch earthquake, 223
Chronosystem, 80–81
Civil society, 120
Civil society organizations (CSOs), 7–8
Close family and friends, 241–243
Collaborations, 83–84
Collaborative knowledge networks, effectiveness determinants of, 21–24
Collaborative learning, 20
Collective entrepreneurship, 176–177
Collective marketplace, 45
Commercial institutional logics, 36–37
Community
community-level food system, 81–82
of crowdfunders, 237
resilience, 226–227
spirit, 222
Community equity, 47–48
social venture scaling and, 48–49
Community-based social enterprises (CBSEs), 98, 112–113
Comparative analysis of average ratings in two panels, 204–205
Conflict resolution, 62
Constant dialogue, 111–112
Consulting services, 54
Cooperatives, 97–98
challenges of, 130–133
Corporate social intrapreneurship, 26
Corporations, 134–135
Cosmopolitanization, 218
Covid-19
crisis, 54, 83–84
global pandemic (2020), 221
pandemic, 234
Cranfield Network on International Human Resource Management (CRANET), 25
Cross-sector collaborations, 12–13
Crowdfunders, 235
community of, 237
Crowdfunding, 234–235
social entrepreneurship and, 236–237
CSR, 152
Decent work, 115–116
Decision-making and leadership, 183–184
Delphi method, 200
Disability solutions, 58–59
Disasters, 217–218, 226
background and literature on social entrepreneurship role during, 219–220
disaster-induced stress, 227–228
disasters, social inequalities, and social entrepreneurship, 221–222
and social entrepreneurship, 218
Distressed communities, scaling social ventures in, 41–47
Diversification, 155–156
Diversity, 27
Due diligence process, 8–9
Durable network, 41
Echelons theory, 174–175
Ecological systems theory, 80–81
Economic development, 34
Economic growth, 111–112
Education, 3
Effectiveness determinants, 4, 13
alignment and motivation, 21–22
of collaborative knowledge networks, 21–24
financial sustainability, 24
governance, 23
leadership, 22
productivity, 22–23
self-evaluation, self-improvement, and mutual learning, 23
social capital, 22
supporting partners, 23–24
Embedded management practices, 2
Emergency entrepreneurship, 224
Emma Safety Shoes (ESS), 124–126
Entrepreneurial actions, 220
Entrepreneurial innovation, 5
Entrepreneurial origins, 5–6
Entrepreneurial process, 64
Entrepreneurial team, 173, 179–180
Entrepreneurial ventures, 57, 234
Entrepreneurs, 119–120
Entrepreneurship, 34, 54, 152
Environmental sustainability, 195
EQUIS, 17
European and Social Innovation Programme (EaSI), 196
Exosystem, 80–81
Expanding food delivery platforms, 80–81
Expanding SE context, 25
Experiential learning, 16
Experts’ ratings, 204–205, 208
Exploratory analysis, 200
Extraordinary environmental turbulence, 83–84
Family businesses, challenges of, 130–133
Federally qualified health centers (FQHCs), 86–87
Figloan, 77–78
Financial capital, 33–35, 37, 39, 44–45
Financial crisis, 236
Financial risk, 198
Financial sustainability, 17–18, 24
Food and nutrition sensitive actions, 80–81
Food assistance programs, 82–83
Food for Change program, 78–79, 84, 87
food insecurity and interlinkages, 79–82
lessons for social entrepreneurs, 87–91
limitations and further research, 92
organizational responses to interlinked social problems, 82–84
Food insecurity, 78–79
and interlinkages, 79–82
Food Rx program, 87
Food-insecure adults, 80
Force majeure event, 217–218
Founders team, 173
Founding team, 173
Freerange Press, 223–224
Friesland Campina, 137–138
Fully state-owned organization, 135–137
Fundacion Getulio Vargas (FGV), 8–9
Fundraising activities, 54
Gateway Arts Center/Art Connection Studio, 59–60
Gazelle-type social ventures, 36
Gender, 182–183
Gender equality, 98, 111–112
Gender Equality Report, 99–100
Global Entrepreneurship Monitor (GEM), 181
Global Project Partners (GPP), 102
Google Scholar, 173
Governance, 23, 182–183
Governments view cooperatives, 97–98
Harvard Business Publishing (HBP), 8
Harvard Business School (HBS), 5, 23
Helper network, 235, 241, 243, 245–246
characteristics, 244–245
motivation for contribution, 243–244
Heterogeneous crowd, 236–237
Hiring and employee involvement, 127, 139
Houston Food Bank, 78–79, 82–83, 85
Human capital, 33–34, 37, 39–40, 46
Human rights abuses, 77–78
Human services organization
Ability, 58–59
Vinfen, 59–60
Humility by organizational leaders, 91
Hybrid enterprises, 36–37
Hybrid organizations, 56–57, 98, 119–120
archetypes of, 121–122
Hybridity, 36–37, 120
Hybridization, 121
accounting and financial issues, 139–140
archetypes of hybrid organizations, 121–122
balancing social enterprises, 127–130
case studies, 124, 126–127, 137
challenges of cooperatives and family businesses, 130–133
corporations, 134–135
future directions, 140–141
future outlook, 140
hiring and employee involvement, 139
leadership, 138–139
mission and managing divergent goals, 138
movement, 119
organizational challenges, 122–124
partly or fully state-owned, 135–137
Identified crowdfunding campaigns, 238
Identity, 184–185
conflict, 64–66
Import financial capital, 44
In-depth case studies, 57–58
Inclusive businesses, 13
Inclusiveness, 27
Indigenous entrepreneurship, 27
Individual level SE, 157–158
Individual rights, 66
Individualization, 218
Inequality, 35, 221
Initial research cycle, 7–11
consolidation and increased productivity, 9–10
expansion, 8–9
growing credibility and leveraging network capabilities, 10
moving beyond seed capital, 10
network’s cumulative output, 11
new knowledge frontier, 9
new member, new topic, new approach, 10–11
Innovation, 5–6
Innovative enterprise-based solutions, 54
Input–Mediator–Output–Input framework (IMOI framework), 178
Institutional complexity, 55–57
Institutional entrepreneurship, 139
Institutional level SE, 159
Institutional logics, 36–37, 56
Institutional strengthening, 16–18
Institutionalization process, 17–18
Instituto Centroamericano de Administración de Empresas (INCAE), 6
Instituto de Estudios Superiores de Administración (IESA), 8–9
Instituto Tecnológico de Monterrey Business School (EGADE), 6
Inter-American Development Bank (IADB), 8
Interinstitutional and cross-sector collaboration, 26
Internal team processes, 183
International academic research networks, 2
International alliances, 97–98
International research collaboration (IRC), 2
advancing field through, 2–4
benefits and challenges of, 4, 18, 21
International team dynamics, 20–21
Intrapreneurship. See Institutional entrepreneurship
Isomorphic phenomena, 56
KEDV, 98, 102, 111–112
Key performance indicators (KPIs), 131
Knowledge
acquisition, 107–108
dissemination, 13–16
generation, 6, 11, 13
outcomes, 3
Knowledge Impact Assessment model, 18
Knowledge network. See also Helper network, 3
assessing performance of, 4, 11, 18
benefits and challenges of IRC in, 18–21
institutional strengthening, 16–18
knowledge dissemination, 13–16
knowledge generation, 11–13
properties, 3
Krismon financial crisis (1997–1998), 227
Lead entrepreneur approach, 178–179
Leader passion, 198
Leadership, 22, 66, 127, 129–130, 133, 138–139
decision-making and, 183–184
Learning experiences, 107–108
Lebanese social ventures, 174
Legitimacy conflict, 67–68
Level of analysis, 3
Liability of newness, 34
Location, 34
Macro level
business, 145
crises, 236
Macrosystem, 80–81
Management, 121
science, 152
Market, 120
acceptance, 36–37
market-based frameworks, 55–56
market-based hybrid enterprises, 120
Meso level business, 145
Mesosystem, 80–81
Micro level business, 145
Microsystem, 80–81
Mission tension, 27
Mobilizing social entrepreneurship
background literature, 235–237
data analysis, 241
data collection, 238–240
findings, 241–246
helper network, 241–243
method, 237–240
social entrepreneurship and crowdfunding, 236–237
Motivation, 21–22
Mutual learning, 23
Negotiating conflicts, 68–69
Network, 18
development, 7
New venture team, 173
Nonconventional financial transactional data, 77–78
Nongovernmental organizations (NGOs), 12–13, 97–98, 120–121
Nonlocal financial capital, 44
Nonprofit management
data analysis, 61–62
data collection, 60–61
dominant commercial logic at SSEs, 71
findings, 62–69
future research directions, 73–74
identity conflict, 64–66
legitimacy conflict, 67–68, 72
methods, 57–62
negotiating conflicts, 68–69
nonprofits, social enterprise, and institutional complexity, 55–57
operating social entrepreneurial ventures, 69–70
PNPO–SSE dyads, 73
research setting, 58–60
vision/mission conflict, 66–67
Nonprofit organizations (NPOs), 54, 82–83, 112
Nonprofits, 35
enterprises, 36–37
social enterprise, 42, 45–46
Not-for-profit journals, 152
20 Nuevos Soles project, 16
Nutrition specific actions, 80–81
Off-the-shelf solutions, 36
Open-ended semistructured interviews, 237–238
Opportunity, 5–6, 34
Organization studies, 152
Organizational environments, 56
Organizational forms, SE and, 28
Organizational leaders, 84
forethought, courage, and humility by, 91
Organizational leadership, 79
Organizational legitimacy, 72
Organizational level SE, 158–159
Organizational scholars, 83–84
Organizational theories, 83
Panel of experts
design of questionnaire with, 202
ratings of, 205–207
in social entrepreneurship, 196
Parent nonprofit organization (PNPO), 57–58, 69
Partly state-owned organization, 135–137
Partnership selection, 84
Path dependency, 131
Pattern matching, 62
Pepsi Act, 58–59
Personnel cost, 128
Physical capital, 33–34, 37, 39, 45
Postdisaster entrepreneurial ventures, 227
Poverty, 111–112
in developing countries, 234
Private organizations, 120–121
Process–Output framework, 178
Productivity, 22–23
Profit-oriented organizations, 119–121
Profitability, 196
Property rights, 35
Public health researchers, 80–81
Public policy, 36–37
Public social intrapreneurship, 26
Qualitative case study, 235
analysis, 102
qualitative case study–based approach, 237–238
Rabobank, 129
Rataplan, 128
Reconciling divergent logics spheres, 68–69
Regenerative enterprise, 27
Regional economic development, 34
Rehabilitation Act, 58–59
Research agenda on SETs, 187
Research cycle theme, 7–8
Research methodology, 8
Researchers, 79–80
Resilience, 226
Resource accumulation in social ventures, 37–41
Resource-based view, 197
Sampling strategy, 102
Scalability, 110–111
Scaling
deep, 155–156
down, 155–156
financial capital, 44–45
human capital, 46
illustrative case, 42–47
out, 155–156
physical capital, 45
social capital, 46–47
in social ventures, 37–41
social ventures in distressed communities, 41–47
strategies, 154–157
Scattergun approach, 198
Self-advocacy, 66
Self-determination, 66
Self-evaluation, 23
Self-improvement, 23
Service learning, 28
Service-based social ventures, 39
Shared value, 91
Ship2B Foundation, 16
Skepticism, 234
Skoll Foundation, 195
Social, Environmental and Ethical content (SEE content), 16
Social bricolage, 222
Social businesses, 137
Social capital, 22, 33–35, 37, 40–41, 46–47
Social collaborations, 84
Social enterprise education, 3
Social Enterprise Initiative (SEI), 5
Social Enterprise Knowledge Network (SEKN), 3
entrepreneurial origins, 5–6
evolution, 4, 7
mission, strategy, and Theory of Change, 6–7
Social enterprises, 5, 36–37, 55, 57, 173
Social entrepreneurial business models, 145
Social Entrepreneurial Crowdfunding Campaign 1 (SECC1), 238–240
Social Entrepreneurial Crowdfunding Campaign 2 (SECC2), 240
Social Entrepreneurial Crowdfunding Campaign 3 (SECC3), 240
Social Entrepreneurial Crowdfunding Campaign 4 (SECC4), 240
Social entrepreneurial identity, 184
Social entrepreneurial organization (SEO), 98, 111–112
social innovation in, 99–100
Social entrepreneurial scaling, 41
Social entrepreneurial teams (SETs), 173–174, 179
decision-making and leadership, 183–184
formation, 180–181
gender, 182–183
identity, 184–185
operational definition of, 178–179
research topics, 179–186
reviewing extant literature, 174–178
size and extended team, 181–182
turnover, 185–186
Social entrepreneurs (SEs), 77–78, 87, 91, 145, 197–198, 218, 235–236
challenges of, 157, 159, 171–172
forethought, courage, and humility by organizational leaders, 91
importance of treating clients holistically, 88–89
individual level, 157–158
institutional level, 159
organizational level, 158–159
ratings, 204–205, 208
ratings of panel of, 207–208
solving interlinked social problems through partnerships, 89–91
Social entrepreneurship (SE), 2, 27, 33–34, 54–56, 173, 196, 217–218
as “acts of solidarity” to cope with disaster-induced stress, 227–228
as “acts of solidarity” to increase persistence of authentic cohesion, 224–226
as “acts of solidarity” to meet critical and noncritical needs, 222–224
as “acts of solidarity” to promote community resilience, 226–227
as acts of solidarity, 218
advancing field through international research collaboration, 2–4
assessing performance of knowledge networks, 11–18
background and literature on role, 219–220
benefits and challenges of IRC in knowledge networks, 18–21
comparative analysis of average ratings in two panels, 204–205
comparative analysis of both panels’ ratings, 208–209
corporate and public social intrapreneurship, 26
and crowdfunding, 236–237
design of questionnaire with panel of experts, 202
disasters, social inequalities, and, 221–222
effectiveness determinants of collaborative knowledge networks, 21–24
evolution of SEKN, 4–7
expanding SE context and theory knowledge base, 25
experts’ and social entrepreneurs’ ratings, 204–205, 208
further avenues for future SE research, 24–28
inclusiveness and diversity, 27
initial research cycle, 7–11
interinstitutional and cross-sector collaboration, 26
method, 200–205
mission tension, 27
in modern society, 35–36
obstacles to, 201
and organizational forms, 28
results, 205–209
social innovation, 27
state of SE practice, 25–26
sustainability, and regenerative enterprise, 27
theoretical framework, 198–200
university programs, 26
Social goals, achievement of, 108–110
Social identity theory, 175–176
Social impact, 147–148
challenges of social entrepreneur, 157–159
future directions, 160–163
methodology, 152–154
results, 154–159
SBMs, 148–152
scaling in searched literature, 161
scaling strategies, 154–157
Social inequalities, 221–222
Social innovation, 27, 99
outcomes and scalability, 102
in SEO, 99–100
Social institutional logics, 36–37
Social problems, 77–78
Social return on investment, 146
Social space, 86, 88
Social sustainability, 195
Social value creation, 173
Social ventures, 33–34, 176–177, 234
capitalists, 180–181
framework for scaling, 36–41
scaling and community equity, 48–49
scaling and resource accumulation in social ventures, 37–41
scaling of, 47–48
scaling social ventures in distressed communities, 41–47
social entrepreneurship in modern society, 35–36
theoretical review, 34–36
Social welfare logics, 56
Social workers, 79–80
Social-ecological model, 80–81
Social-oriented enterprises (SEs), 120
Social-oriented organizations, 119
Societal triangle, 120–121
Solidarity, 220
Sovereign debt crisis, 226
Start-up team, 173
State, 120
Strangers, 242–243
Subsidiary social enterprises (SSEs), 55
Supplemental Nutrition Assistance Program (SNAP), 81–82
Supporting partners, 23–24
Sustainability, 27
Sustainable business models (SBMs), 10, 146–148, 152, 195
requirements of, 150–151
Sustainable development, 196
Tabula rasa hiring approach, 137
Talent life cycle, 69
Team
composition, 174–175
entrepreneurship, 176–177
The Colour Kitchen (TCK), 126
Thematic analysis, 241
Theory knowledge base, 25
Theory of Change, 6–7, 16–18
Timing, 224
Tony’s Chocolonely (TC), 128
Top management team (TMT), 173
Traditionally profit-oriented enterprises, 120
Triodos Bank, 129
Turkey, women’s cooperatives in, 100–102
Turkish social entrepreneurial organization, 98, 110
Turnover, 185–186
UJC. See Nonprofit social enterprise
Urban poverty, 35
US Department of Agriculture (USDA), 79
Vertical leadership, 183
Vinfen, 59–60
Virtual infrastructure, 39
Vision/mission conflict, 66–67
Vocational Proficiency program of Syrian and Turkish Women (TAMEB), 102, 108
Vulnerability bearers, 78–79
Wenchuan earthquake, 222–223
Wi-Fi, 39
Wilcoxon test, 204
Win-win solution, 88–89
Women, Infants, and Children (WIC), 81–82
Women’s cooperatives, 113
achievement of social goals, 108–110
business model of cooperatives, 106–107
community-based social enterprises, 112–113
data analysis, 105–106
data collection, 104–105
findings, 106–111
implications for future research, 114–115
knowledge acquisition and learning experiences, 107–108
research methodology, 103–106
research setting and sample cases, 103–104
scalability, 110–111
social entrepreneurial organization, 111–112
social innovation in SEO, 99–100
social innovation outcomes and scalability, 102
theoretical background, 99–102
in Turkey, 100–102
Turkish social entrepreneurial organization, 110
Women’s empowerment, 98
World Economic Forum, 195
World Trade Center attack, 221
Youth microfranchising, 176–177
AACSB
, 17
Ability
, 58–59
Academic entrepreneurship. See also Social entrepreneurship (SE)
, 3–5
Accounting
, 121, 127–128
and financial issues
, 139–140
Acquaintances
, 242–243
Active learning methodologies
, 16
Agglomeration
, 34
Agreed-upon protocol
, 8
Alignment
, 21–22
Alternate financial reporting mechanisms
, 64–65
AMBA
, 17
Anderson Darling (AD)
, 204
Archetypes of hybrid organizations
, 121–122
Aspire
, 56–57
Assembly Partners (AP)
, 124–126
Authentic cohesion
, 224–226
Bala Sport
, 77–78
Bandwidth
, 39
Bored capital phenomenon
, 44
Bounce back resilience
, 226
Bounce forward resilience
, 226
Bridging institutional entrepreneurship
, 56–57
Brundtland Report
, 196
BUILD Health Challenge
, 86–87
Business models. See also Sustainable business models (SBMs)
, 64–65, 121, 145, 196
of cooperatives
, 106–107
development
, 112
Capital dessert, 34
Case cooperatives, 113
Case method (CM), 16
Case study approach, 57–58, 237–238
Causal identity, 176
Christchurch earthquake, 223
Chronosystem, 80–81
Civil society, 120
Civil society organizations (CSOs), 7–8
Close family and friends, 241–243
Collaborations, 83–84
Collaborative knowledge networks, effectiveness determinants of, 21–24
Collaborative learning, 20
Collective entrepreneurship, 176–177
Collective marketplace, 45
Commercial institutional logics, 36–37
Community
community-level food system, 81–82
of crowdfunders, 237
resilience, 226–227
spirit, 222
Community equity, 47–48
social venture scaling and, 48–49
Community-based social enterprises (CBSEs), 98, 112–113
Comparative analysis of average ratings in two panels, 204–205
Conflict resolution, 62
Constant dialogue, 111–112
Consulting services, 54
Cooperatives, 97–98
challenges of, 130–133
Corporate social intrapreneurship, 26
Corporations, 134–135
Cosmopolitanization, 218
Covid-19
crisis, 54, 83–84
global pandemic (2020), 221
pandemic, 234
Cranfield Network on International Human Resource Management (CRANET), 25
Cross-sector collaborations, 12–13
Crowdfunders, 235
community of, 237
Crowdfunding, 234–235
social entrepreneurship and, 236–237
CSR, 152
Decent work, 115–116
Decision-making and leadership, 183–184
Delphi method, 200
Disability solutions, 58–59
Disasters, 217–218, 226
background and literature on social entrepreneurship role during, 219–220
disaster-induced stress, 227–228
disasters, social inequalities, and social entrepreneurship, 221–222
and social entrepreneurship, 218
Distressed communities, scaling social ventures in, 41–47
Diversification, 155–156
Diversity, 27
Due diligence process, 8–9
Durable network, 41
Echelons theory, 174–175
Ecological systems theory, 80–81
Economic development, 34
Economic growth, 111–112
Education, 3
Effectiveness determinants, 4, 13
alignment and motivation, 21–22
of collaborative knowledge networks, 21–24
financial sustainability, 24
governance, 23
leadership, 22
productivity, 22–23
self-evaluation, self-improvement, and mutual learning, 23
social capital, 22
supporting partners, 23–24
Embedded management practices, 2
Emergency entrepreneurship, 224
Emma Safety Shoes (ESS), 124–126
Entrepreneurial actions, 220
Entrepreneurial innovation, 5
Entrepreneurial origins, 5–6
Entrepreneurial process, 64
Entrepreneurial team, 173, 179–180
Entrepreneurial ventures, 57, 234
Entrepreneurs, 119–120
Entrepreneurship, 34, 54, 152
Environmental sustainability, 195
EQUIS, 17
European and Social Innovation Programme (EaSI), 196
Exosystem, 80–81
Expanding food delivery platforms, 80–81
Expanding SE context, 25
Experiential learning, 16
Experts’ ratings, 204–205, 208
Exploratory analysis, 200
Extraordinary environmental turbulence, 83–84
Family businesses, challenges of, 130–133
Federally qualified health centers (FQHCs), 86–87
Figloan, 77–78
Financial capital, 33–35, 37, 39, 44–45
Financial crisis, 236
Financial risk, 198
Financial sustainability, 17–18, 24
Food and nutrition sensitive actions, 80–81
Food assistance programs, 82–83
Food for Change program, 78–79, 84, 87
food insecurity and interlinkages, 79–82
lessons for social entrepreneurs, 87–91
limitations and further research, 92
organizational responses to interlinked social problems, 82–84
Food insecurity, 78–79
and interlinkages, 79–82
Food Rx program, 87
Food-insecure adults, 80
Force majeure event, 217–218
Founders team, 173
Founding team, 173
Freerange Press, 223–224
Friesland Campina, 137–138
Fully state-owned organization, 135–137
Fundacion Getulio Vargas (FGV), 8–9
Fundraising activities, 54
Gateway Arts Center/Art Connection Studio, 59–60
Gazelle-type social ventures, 36
Gender, 182–183
Gender equality, 98, 111–112
Gender Equality Report, 99–100
Global Entrepreneurship Monitor (GEM), 181
Global Project Partners (GPP), 102
Google Scholar, 173
Governance, 23, 182–183
Governments view cooperatives, 97–98
Harvard Business Publishing (HBP), 8
Harvard Business School (HBS), 5, 23
Helper network, 235, 241, 243, 245–246
characteristics, 244–245
motivation for contribution, 243–244
Heterogeneous crowd, 236–237
Hiring and employee involvement, 127, 139
Houston Food Bank, 78–79, 82–83, 85
Human capital, 33–34, 37, 39–40, 46
Human rights abuses, 77–78
Human services organization
Ability, 58–59
Vinfen, 59–60
Humility by organizational leaders, 91
Hybrid enterprises, 36–37
Hybrid organizations, 56–57, 98, 119–120
archetypes of, 121–122
Hybridity, 36–37, 120
Hybridization, 121
accounting and financial issues, 139–140
archetypes of hybrid organizations, 121–122
balancing social enterprises, 127–130
case studies, 124, 126–127, 137
challenges of cooperatives and family businesses, 130–133
corporations, 134–135
future directions, 140–141
future outlook, 140
hiring and employee involvement, 139
leadership, 138–139
mission and managing divergent goals, 138
movement, 119
organizational challenges, 122–124
partly or fully state-owned, 135–137
Identified crowdfunding campaigns, 238
Identity, 184–185
conflict, 64–66
Import financial capital, 44
In-depth case studies, 57–58
Inclusive businesses, 13
Inclusiveness, 27
Indigenous entrepreneurship, 27
Individual level SE, 157–158
Individual rights, 66
Individualization, 218
Inequality, 35, 221
Initial research cycle, 7–11
consolidation and increased productivity, 9–10
expansion, 8–9
growing credibility and leveraging network capabilities, 10
moving beyond seed capital, 10
network’s cumulative output, 11
new knowledge frontier, 9
new member, new topic, new approach, 10–11
Innovation, 5–6
Innovative enterprise-based solutions, 54
Input–Mediator–Output–Input framework (IMOI framework), 178
Institutional complexity, 55–57
Institutional entrepreneurship, 139
Institutional level SE, 159
Institutional logics, 36–37, 56
Institutional strengthening, 16–18
Institutionalization process, 17–18
Instituto Centroamericano de Administración de Empresas (INCAE), 6
Instituto de Estudios Superiores de Administración (IESA), 8–9
Instituto Tecnológico de Monterrey Business School (EGADE), 6
Inter-American Development Bank (IADB), 8
Interinstitutional and cross-sector collaboration, 26
Internal team processes, 183
International academic research networks, 2
International alliances, 97–98
International research collaboration (IRC), 2
advancing field through, 2–4
benefits and challenges of, 4, 18, 21
International team dynamics, 20–21
Intrapreneurship. See Institutional entrepreneurship
Isomorphic phenomena, 56
KEDV, 98, 102, 111–112
Key performance indicators (KPIs), 131
Knowledge
acquisition, 107–108
dissemination, 13–16
generation, 6, 11, 13
outcomes, 3
Knowledge Impact Assessment model, 18
Knowledge network. See also Helper network, 3
assessing performance of, 4, 11, 18
benefits and challenges of IRC in, 18–21
institutional strengthening, 16–18
knowledge dissemination, 13–16
knowledge generation, 11–13
properties, 3
Krismon financial crisis (1997–1998), 227
Lead entrepreneur approach, 178–179
Leader passion, 198
Leadership, 22, 66, 127, 129–130, 133, 138–139
decision-making and, 183–184
Learning experiences, 107–108
Lebanese social ventures, 174
Legitimacy conflict, 67–68
Level of analysis, 3
Liability of newness, 34
Location, 34
Macro level
business, 145
crises, 236
Macrosystem, 80–81
Management, 121
science, 152
Market, 120
acceptance, 36–37
market-based frameworks, 55–56
market-based hybrid enterprises, 120
Meso level business, 145
Mesosystem, 80–81
Micro level business, 145
Microsystem, 80–81
Mission tension, 27
Mobilizing social entrepreneurship
background literature, 235–237
data analysis, 241
data collection, 238–240
findings, 241–246
helper network, 241–243
method, 237–240
social entrepreneurship and crowdfunding, 236–237
Motivation, 21–22
Mutual learning, 23
Negotiating conflicts, 68–69
Network, 18
development, 7
New venture team, 173
Nonconventional financial transactional data, 77–78
Nongovernmental organizations (NGOs), 12–13, 97–98, 120–121
Nonlocal financial capital, 44
Nonprofit management
data analysis, 61–62
data collection, 60–61
dominant commercial logic at SSEs, 71
findings, 62–69
future research directions, 73–74
identity conflict, 64–66
legitimacy conflict, 67–68, 72
methods, 57–62
negotiating conflicts, 68–69
nonprofits, social enterprise, and institutional complexity, 55–57
operating social entrepreneurial ventures, 69–70
PNPO–SSE dyads, 73
research setting, 58–60
vision/mission conflict, 66–67
Nonprofit organizations (NPOs), 54, 82–83, 112
Nonprofits, 35
enterprises, 36–37
social enterprise, 42, 45–46
Not-for-profit journals, 152
20 Nuevos Soles project, 16
Nutrition specific actions, 80–81
Off-the-shelf solutions, 36
Open-ended semistructured interviews, 237–238
Opportunity, 5–6, 34
Organization studies, 152
Organizational environments, 56
Organizational forms, SE and, 28
Organizational leaders, 84
forethought, courage, and humility by, 91
Organizational leadership, 79
Organizational legitimacy, 72
Organizational level SE, 158–159
Organizational scholars, 83–84
Organizational theories, 83
Panel of experts
design of questionnaire with, 202
ratings of, 205–207
in social entrepreneurship, 196
Parent nonprofit organization (PNPO), 57–58, 69
Partly state-owned organization, 135–137
Partnership selection, 84
Path dependency, 131
Pattern matching, 62
Pepsi Act, 58–59
Personnel cost, 128
Physical capital, 33–34, 37, 39, 45
Postdisaster entrepreneurial ventures, 227
Poverty, 111–112
in developing countries, 234
Private organizations, 120–121
Process–Output framework, 178
Productivity, 22–23
Profit-oriented organizations, 119–121
Profitability, 196
Property rights, 35
Public health researchers, 80–81
Public policy, 36–37
Public social intrapreneurship, 26
Qualitative case study, 235
analysis, 102
qualitative case study–based approach, 237–238
Rabobank, 129
Rataplan, 128
Reconciling divergent logics spheres, 68–69
Regenerative enterprise, 27
Regional economic development, 34
Rehabilitation Act, 58–59
Research agenda on SETs, 187
Research cycle theme, 7–8
Research methodology, 8
Researchers, 79–80
Resilience, 226
Resource accumulation in social ventures, 37–41
Resource-based view, 197
Sampling strategy, 102
Scalability, 110–111
Scaling
deep, 155–156
down, 155–156
financial capital, 44–45
human capital, 46
illustrative case, 42–47
out, 155–156
physical capital, 45
social capital, 46–47
in social ventures, 37–41
social ventures in distressed communities, 41–47
strategies, 154–157
Scattergun approach, 198
Self-advocacy, 66
Self-determination, 66
Self-evaluation, 23
Self-improvement, 23
Service learning, 28
Service-based social ventures, 39
Shared value, 91
Ship2B Foundation, 16
Skepticism, 234
Skoll Foundation, 195
Social, Environmental and Ethical content (SEE content), 16
Social bricolage, 222
Social businesses, 137
Social capital, 22, 33–35, 37, 40–41, 46–47
Social collaborations, 84
Social enterprise education, 3
Social Enterprise Initiative (SEI), 5
Social Enterprise Knowledge Network (SEKN), 3
entrepreneurial origins, 5–6
evolution, 4, 7
mission, strategy, and Theory of Change, 6–7
Social enterprises, 5, 36–37, 55, 57, 173
Social entrepreneurial business models, 145
Social Entrepreneurial Crowdfunding Campaign 1 (SECC1), 238–240
Social Entrepreneurial Crowdfunding Campaign 2 (SECC2), 240
Social Entrepreneurial Crowdfunding Campaign 3 (SECC3), 240
Social Entrepreneurial Crowdfunding Campaign 4 (SECC4), 240
Social entrepreneurial identity, 184
Social entrepreneurial organization (SEO), 98, 111–112
social innovation in, 99–100
Social entrepreneurial scaling, 41
Social entrepreneurial teams (SETs), 173–174, 179
decision-making and leadership, 183–184
formation, 180–181
gender, 182–183
identity, 184–185
operational definition of, 178–179
research topics, 179–186
reviewing extant literature, 174–178
size and extended team, 181–182
turnover, 185–186
Social entrepreneurs (SEs), 77–78, 87, 91, 145, 197–198, 218, 235–236
challenges of, 157, 159, 171–172
forethought, courage, and humility by organizational leaders, 91
importance of treating clients holistically, 88–89
individual level, 157–158
institutional level, 159
organizational level, 158–159
ratings, 204–205, 208
ratings of panel of, 207–208
solving interlinked social problems through partnerships, 89–91
Social entrepreneurship (SE), 2, 27, 33–34, 54–56, 173, 196, 217–218
as “acts of solidarity” to cope with disaster-induced stress, 227–228
as “acts of solidarity” to increase persistence of authentic cohesion, 224–226
as “acts of solidarity” to meet critical and noncritical needs, 222–224
as “acts of solidarity” to promote community resilience, 226–227
as acts of solidarity, 218
advancing field through international research collaboration, 2–4
assessing performance of knowledge networks, 11–18
background and literature on role, 219–220
benefits and challenges of IRC in knowledge networks, 18–21
comparative analysis of average ratings in two panels, 204–205
comparative analysis of both panels’ ratings, 208–209
corporate and public social intrapreneurship, 26
and crowdfunding, 236–237
design of questionnaire with panel of experts, 202
disasters, social inequalities, and, 221–222
effectiveness determinants of collaborative knowledge networks, 21–24
evolution of SEKN, 4–7
expanding SE context and theory knowledge base, 25
experts’ and social entrepreneurs’ ratings, 204–205, 208
further avenues for future SE research, 24–28
inclusiveness and diversity, 27
initial research cycle, 7–11
interinstitutional and cross-sector collaboration, 26
method, 200–205
mission tension, 27
in modern society, 35–36
obstacles to, 201
and organizational forms, 28
results, 205–209
social innovation, 27
state of SE practice, 25–26
sustainability, and regenerative enterprise, 27
theoretical framework, 198–200
university programs, 26
Social goals, achievement of, 108–110
Social identity theory, 175–176
Social impact, 147–148
challenges of social entrepreneur, 157–159
future directions, 160–163
methodology, 152–154
results, 154–159
SBMs, 148–152
scaling in searched literature, 161
scaling strategies, 154–157
Social inequalities, 221–222
Social innovation, 27, 99
outcomes and scalability, 102
in SEO, 99–100
Social institutional logics, 36–37
Social problems, 77–78
Social return on investment, 146
Social space, 86, 88
Social sustainability, 195
Social value creation, 173
Social ventures, 33–34, 176–177, 234
capitalists, 180–181
framework for scaling, 36–41
scaling and community equity, 48–49
scaling and resource accumulation in social ventures, 37–41
scaling of, 47–48
scaling social ventures in distressed communities, 41–47
social entrepreneurship in modern society, 35–36
theoretical review, 34–36
Social welfare logics, 56
Social workers, 79–80
Social-ecological model, 80–81
Social-oriented enterprises (SEs), 120
Social-oriented organizations, 119
Societal triangle, 120–121
Solidarity, 220
Sovereign debt crisis, 226
Start-up team, 173
State, 120
Strangers, 242–243
Subsidiary social enterprises (SSEs), 55
Supplemental Nutrition Assistance Program (SNAP), 81–82
Supporting partners, 23–24
Sustainability, 27
Sustainable business models (SBMs), 10, 146–148, 152, 195
requirements of, 150–151
Sustainable development, 196
Tabula rasa hiring approach, 137
Talent life cycle, 69
Team
composition, 174–175
entrepreneurship, 176–177
The Colour Kitchen (TCK), 126
Thematic analysis, 241
Theory knowledge base, 25
Theory of Change, 6–7, 16–18
Timing, 224
Tony’s Chocolonely (TC), 128
Top management team (TMT), 173
Traditionally profit-oriented enterprises, 120
Triodos Bank, 129
Turkey, women’s cooperatives in, 100–102
Turkish social entrepreneurial organization, 98, 110
Turnover, 185–186
UJC. See Nonprofit social enterprise
Urban poverty, 35
US Department of Agriculture (USDA), 79
Vertical leadership, 183
Vinfen, 59–60
Virtual infrastructure, 39
Vision/mission conflict, 66–67
Vocational Proficiency program of Syrian and Turkish Women (TAMEB), 102, 108
Vulnerability bearers, 78–79
Wenchuan earthquake, 222–223
Wi-Fi, 39
Wilcoxon test, 204
Win-win solution, 88–89
Women, Infants, and Children (WIC), 81–82
Women’s cooperatives, 113
achievement of social goals, 108–110
business model of cooperatives, 106–107
community-based social enterprises, 112–113
data analysis, 105–106
data collection, 104–105
findings, 106–111
implications for future research, 114–115
knowledge acquisition and learning experiences, 107–108
research methodology, 103–106
research setting and sample cases, 103–104
scalability, 110–111
social entrepreneurial organization, 111–112
social innovation in SEO, 99–100
social innovation outcomes and scalability, 102
theoretical background, 99–102
in Turkey, 100–102
Turkish social entrepreneurial organization, 110
Women’s empowerment, 98
World Economic Forum, 195
World Trade Center attack, 221
Youth microfranchising, 176–177
Capital dessert
, 34
Case cooperatives
, 113
Case method (CM)
, 16
Case study approach
, 57–58, 237–238
Causal identity
, 176
Christchurch earthquake
, 223
Chronosystem
, 80–81
Civil society
, 120
Civil society organizations (CSOs)
, 7–8
Close family and friends
, 241–243
Collaborations
, 83–84
Collaborative knowledge networks, effectiveness determinants of
, 21–24
Collaborative learning
, 20
Collective entrepreneurship
, 176–177
Collective marketplace
, 45
Commercial institutional logics
, 36–37
Community
community-level food system
, 81–82
of crowdfunders
, 237
resilience
, 226–227
spirit
, 222
Community equity
, 47–48
social venture scaling and
, 48–49
Community-based social enterprises (CBSEs)
, 98, 112–113
Comparative analysis of average ratings in two panels
, 204–205
Conflict resolution
, 62
Constant dialogue
, 111–112
Consulting services
, 54
Cooperatives
, 97–98
challenges of
, 130–133
Corporate social intrapreneurship
, 26
Corporations
, 134–135
Cosmopolitanization
, 218
Covid-19
crisis
, 54, 83–84
global pandemic (2020)
, 221
pandemic
, 234
Cranfield Network on International Human Resource Management (CRANET)
, 25
Cross-sector collaborations
, 12–13
Crowdfunders
, 235
community of
, 237
Crowdfunding
, 234–235
social entrepreneurship and
, 236–237
CSR
, 152
Decent work
, 115–116
Decision-making and leadership
, 183–184
Delphi method
, 200
Disability solutions
, 58–59
Disasters
, 217–218, 226
background and literature on social entrepreneurship role during
, 219–220
disaster-induced stress
, 227–228
disasters, social inequalities, and social entrepreneurship
, 221–222
and social entrepreneurship
, 218
Distressed communities, scaling social ventures in
, 41–47
Diversification
, 155–156
Diversity
, 27
Due diligence process
, 8–9
Durable network
, 41
Echelons theory, 174–175
Ecological systems theory, 80–81
Economic development, 34
Economic growth, 111–112
Education, 3
Effectiveness determinants, 4, 13
alignment and motivation, 21–22
of collaborative knowledge networks, 21–24
financial sustainability, 24
governance, 23
leadership, 22
productivity, 22–23
self-evaluation, self-improvement, and mutual learning, 23
social capital, 22
supporting partners, 23–24
Embedded management practices, 2
Emergency entrepreneurship, 224
Emma Safety Shoes (ESS), 124–126
Entrepreneurial actions, 220
Entrepreneurial innovation, 5
Entrepreneurial origins, 5–6
Entrepreneurial process, 64
Entrepreneurial team, 173, 179–180
Entrepreneurial ventures, 57, 234
Entrepreneurs, 119–120
Entrepreneurship, 34, 54, 152
Environmental sustainability, 195
EQUIS, 17
European and Social Innovation Programme (EaSI), 196
Exosystem, 80–81
Expanding food delivery platforms, 80–81
Expanding SE context, 25
Experiential learning, 16
Experts’ ratings, 204–205, 208
Exploratory analysis, 200
Extraordinary environmental turbulence, 83–84
Family businesses, challenges of, 130–133
Federally qualified health centers (FQHCs), 86–87
Figloan, 77–78
Financial capital, 33–35, 37, 39, 44–45
Financial crisis, 236
Financial risk, 198
Financial sustainability, 17–18, 24
Food and nutrition sensitive actions, 80–81
Food assistance programs, 82–83
Food for Change program, 78–79, 84, 87
food insecurity and interlinkages, 79–82
lessons for social entrepreneurs, 87–91
limitations and further research, 92
organizational responses to interlinked social problems, 82–84
Food insecurity, 78–79
and interlinkages, 79–82
Food Rx program, 87
Food-insecure adults, 80
Force majeure event, 217–218
Founders team, 173
Founding team, 173
Freerange Press, 223–224
Friesland Campina, 137–138
Fully state-owned organization, 135–137
Fundacion Getulio Vargas (FGV), 8–9
Fundraising activities, 54
Gateway Arts Center/Art Connection Studio, 59–60
Gazelle-type social ventures, 36
Gender, 182–183
Gender equality, 98, 111–112
Gender Equality Report, 99–100
Global Entrepreneurship Monitor (GEM), 181
Global Project Partners (GPP), 102
Google Scholar, 173
Governance, 23, 182–183
Governments view cooperatives, 97–98
Harvard Business Publishing (HBP), 8
Harvard Business School (HBS), 5, 23
Helper network, 235, 241, 243, 245–246
characteristics, 244–245
motivation for contribution, 243–244
Heterogeneous crowd, 236–237
Hiring and employee involvement, 127, 139
Houston Food Bank, 78–79, 82–83, 85
Human capital, 33–34, 37, 39–40, 46
Human rights abuses, 77–78
Human services organization
Ability, 58–59
Vinfen, 59–60
Humility by organizational leaders, 91
Hybrid enterprises, 36–37
Hybrid organizations, 56–57, 98, 119–120
archetypes of, 121–122
Hybridity, 36–37, 120
Hybridization, 121
accounting and financial issues, 139–140
archetypes of hybrid organizations, 121–122
balancing social enterprises, 127–130
case studies, 124, 126–127, 137
challenges of cooperatives and family businesses, 130–133
corporations, 134–135
future directions, 140–141
future outlook, 140
hiring and employee involvement, 139
leadership, 138–139
mission and managing divergent goals, 138
movement, 119
organizational challenges, 122–124
partly or fully state-owned, 135–137
Identified crowdfunding campaigns, 238
Identity, 184–185
conflict, 64–66
Import financial capital, 44
In-depth case studies, 57–58
Inclusive businesses, 13
Inclusiveness, 27
Indigenous entrepreneurship, 27
Individual level SE, 157–158
Individual rights, 66
Individualization, 218
Inequality, 35, 221
Initial research cycle, 7–11
consolidation and increased productivity, 9–10
expansion, 8–9
growing credibility and leveraging network capabilities, 10
moving beyond seed capital, 10
network’s cumulative output, 11
new knowledge frontier, 9
new member, new topic, new approach, 10–11
Innovation, 5–6
Innovative enterprise-based solutions, 54
Input–Mediator–Output–Input framework (IMOI framework), 178
Institutional complexity, 55–57
Institutional entrepreneurship, 139
Institutional level SE, 159
Institutional logics, 36–37, 56
Institutional strengthening, 16–18
Institutionalization process, 17–18
Instituto Centroamericano de Administración de Empresas (INCAE), 6
Instituto de Estudios Superiores de Administración (IESA), 8–9
Instituto Tecnológico de Monterrey Business School (EGADE), 6
Inter-American Development Bank (IADB), 8
Interinstitutional and cross-sector collaboration, 26
Internal team processes, 183
International academic research networks, 2
International alliances, 97–98
International research collaboration (IRC), 2
advancing field through, 2–4
benefits and challenges of, 4, 18, 21
International team dynamics, 20–21
Intrapreneurship. See Institutional entrepreneurship
Isomorphic phenomena, 56
KEDV, 98, 102, 111–112
Key performance indicators (KPIs), 131
Knowledge
acquisition, 107–108
dissemination, 13–16
generation, 6, 11, 13
outcomes, 3
Knowledge Impact Assessment model, 18
Knowledge network. See also Helper network, 3
assessing performance of, 4, 11, 18
benefits and challenges of IRC in, 18–21
institutional strengthening, 16–18
knowledge dissemination, 13–16
knowledge generation, 11–13
properties, 3
Krismon financial crisis (1997–1998), 227
Lead entrepreneur approach, 178–179
Leader passion, 198
Leadership, 22, 66, 127, 129–130, 133, 138–139
decision-making and, 183–184
Learning experiences, 107–108
Lebanese social ventures, 174
Legitimacy conflict, 67–68
Level of analysis, 3
Liability of newness, 34
Location, 34
Macro level
business, 145
crises, 236
Macrosystem, 80–81
Management, 121
science, 152
Market, 120
acceptance, 36–37
market-based frameworks, 55–56
market-based hybrid enterprises, 120
Meso level business, 145
Mesosystem, 80–81
Micro level business, 145
Microsystem, 80–81
Mission tension, 27
Mobilizing social entrepreneurship
background literature, 235–237
data analysis, 241
data collection, 238–240
findings, 241–246
helper network, 241–243
method, 237–240
social entrepreneurship and crowdfunding, 236–237
Motivation, 21–22
Mutual learning, 23
Negotiating conflicts, 68–69
Network, 18
development, 7
New venture team, 173
Nonconventional financial transactional data, 77–78
Nongovernmental organizations (NGOs), 12–13, 97–98, 120–121
Nonlocal financial capital, 44
Nonprofit management
data analysis, 61–62
data collection, 60–61
dominant commercial logic at SSEs, 71
findings, 62–69
future research directions, 73–74
identity conflict, 64–66
legitimacy conflict, 67–68, 72
methods, 57–62
negotiating conflicts, 68–69
nonprofits, social enterprise, and institutional complexity, 55–57
operating social entrepreneurial ventures, 69–70
PNPO–SSE dyads, 73
research setting, 58–60
vision/mission conflict, 66–67
Nonprofit organizations (NPOs), 54, 82–83, 112
Nonprofits, 35
enterprises, 36–37
social enterprise, 42, 45–46
Not-for-profit journals, 152
20 Nuevos Soles project, 16
Nutrition specific actions, 80–81
Off-the-shelf solutions, 36
Open-ended semistructured interviews, 237–238
Opportunity, 5–6, 34
Organization studies, 152
Organizational environments, 56
Organizational forms, SE and, 28
Organizational leaders, 84
forethought, courage, and humility by, 91
Organizational leadership, 79
Organizational legitimacy, 72
Organizational level SE, 158–159
Organizational scholars, 83–84
Organizational theories, 83
Panel of experts
design of questionnaire with, 202
ratings of, 205–207
in social entrepreneurship, 196
Parent nonprofit organization (PNPO), 57–58, 69
Partly state-owned organization, 135–137
Partnership selection, 84
Path dependency, 131
Pattern matching, 62
Pepsi Act, 58–59
Personnel cost, 128
Physical capital, 33–34, 37, 39, 45
Postdisaster entrepreneurial ventures, 227
Poverty, 111–112
in developing countries, 234
Private organizations, 120–121
Process–Output framework, 178
Productivity, 22–23
Profit-oriented organizations, 119–121
Profitability, 196
Property rights, 35
Public health researchers, 80–81
Public policy, 36–37
Public social intrapreneurship, 26
Qualitative case study, 235
analysis, 102
qualitative case study–based approach, 237–238
Rabobank, 129
Rataplan, 128
Reconciling divergent logics spheres, 68–69
Regenerative enterprise, 27
Regional economic development, 34
Rehabilitation Act, 58–59
Research agenda on SETs, 187
Research cycle theme, 7–8
Research methodology, 8
Researchers, 79–80
Resilience, 226
Resource accumulation in social ventures, 37–41
Resource-based view, 197
Sampling strategy, 102
Scalability, 110–111
Scaling
deep, 155–156
down, 155–156
financial capital, 44–45
human capital, 46
illustrative case, 42–47
out, 155–156
physical capital, 45
social capital, 46–47
in social ventures, 37–41
social ventures in distressed communities, 41–47
strategies, 154–157
Scattergun approach, 198
Self-advocacy, 66
Self-determination, 66
Self-evaluation, 23
Self-improvement, 23
Service learning, 28
Service-based social ventures, 39
Shared value, 91
Ship2B Foundation, 16
Skepticism, 234
Skoll Foundation, 195
Social, Environmental and Ethical content (SEE content), 16
Social bricolage, 222
Social businesses, 137
Social capital, 22, 33–35, 37, 40–41, 46–47
Social collaborations, 84
Social enterprise education, 3
Social Enterprise Initiative (SEI), 5
Social Enterprise Knowledge Network (SEKN), 3
entrepreneurial origins, 5–6
evolution, 4, 7
mission, strategy, and Theory of Change, 6–7
Social enterprises, 5, 36–37, 55, 57, 173
Social entrepreneurial business models, 145
Social Entrepreneurial Crowdfunding Campaign 1 (SECC1), 238–240
Social Entrepreneurial Crowdfunding Campaign 2 (SECC2), 240
Social Entrepreneurial Crowdfunding Campaign 3 (SECC3), 240
Social Entrepreneurial Crowdfunding Campaign 4 (SECC4), 240
Social entrepreneurial identity, 184
Social entrepreneurial organization (SEO), 98, 111–112
social innovation in, 99–100
Social entrepreneurial scaling, 41
Social entrepreneurial teams (SETs), 173–174, 179
decision-making and leadership, 183–184
formation, 180–181
gender, 182–183
identity, 184–185
operational definition of, 178–179
research topics, 179–186
reviewing extant literature, 174–178
size and extended team, 181–182
turnover, 185–186
Social entrepreneurs (SEs), 77–78, 87, 91, 145, 197–198, 218, 235–236
challenges of, 157, 159, 171–172
forethought, courage, and humility by organizational leaders, 91
importance of treating clients holistically, 88–89
individual level, 157–158
institutional level, 159
organizational level, 158–159
ratings, 204–205, 208
ratings of panel of, 207–208
solving interlinked social problems through partnerships, 89–91
Social entrepreneurship (SE), 2, 27, 33–34, 54–56, 173, 196, 217–218
as “acts of solidarity” to cope with disaster-induced stress, 227–228
as “acts of solidarity” to increase persistence of authentic cohesion, 224–226
as “acts of solidarity” to meet critical and noncritical needs, 222–224
as “acts of solidarity” to promote community resilience, 226–227
as acts of solidarity, 218
advancing field through international research collaboration, 2–4
assessing performance of knowledge networks, 11–18
background and literature on role, 219–220
benefits and challenges of IRC in knowledge networks, 18–21
comparative analysis of average ratings in two panels, 204–205
comparative analysis of both panels’ ratings, 208–209
corporate and public social intrapreneurship, 26
and crowdfunding, 236–237
design of questionnaire with panel of experts, 202
disasters, social inequalities, and, 221–222
effectiveness determinants of collaborative knowledge networks, 21–24
evolution of SEKN, 4–7
expanding SE context and theory knowledge base, 25
experts’ and social entrepreneurs’ ratings, 204–205, 208
further avenues for future SE research, 24–28
inclusiveness and diversity, 27
initial research cycle, 7–11
interinstitutional and cross-sector collaboration, 26
method, 200–205
mission tension, 27
in modern society, 35–36
obstacles to, 201
and organizational forms, 28
results, 205–209
social innovation, 27
state of SE practice, 25–26
sustainability, and regenerative enterprise, 27
theoretical framework, 198–200
university programs, 26
Social goals, achievement of, 108–110
Social identity theory, 175–176
Social impact, 147–148
challenges of social entrepreneur, 157–159
future directions, 160–163
methodology, 152–154
results, 154–159
SBMs, 148–152
scaling in searched literature, 161
scaling strategies, 154–157
Social inequalities, 221–222
Social innovation, 27, 99
outcomes and scalability, 102
in SEO, 99–100
Social institutional logics, 36–37
Social problems, 77–78
Social return on investment, 146
Social space, 86, 88
Social sustainability, 195
Social value creation, 173
Social ventures, 33–34, 176–177, 234
capitalists, 180–181
framework for scaling, 36–41
scaling and community equity, 48–49
scaling and resource accumulation in social ventures, 37–41
scaling of, 47–48
scaling social ventures in distressed communities, 41–47
social entrepreneurship in modern society, 35–36
theoretical review, 34–36
Social welfare logics, 56
Social workers, 79–80
Social-ecological model, 80–81
Social-oriented enterprises (SEs), 120
Social-oriented organizations, 119
Societal triangle, 120–121
Solidarity, 220
Sovereign debt crisis, 226
Start-up team, 173
State, 120
Strangers, 242–243
Subsidiary social enterprises (SSEs), 55
Supplemental Nutrition Assistance Program (SNAP), 81–82
Supporting partners, 23–24
Sustainability, 27
Sustainable business models (SBMs), 10, 146–148, 152, 195
requirements of, 150–151
Sustainable development, 196
Tabula rasa hiring approach, 137
Talent life cycle, 69
Team
composition, 174–175
entrepreneurship, 176–177
The Colour Kitchen (TCK), 126
Thematic analysis, 241
Theory knowledge base, 25
Theory of Change, 6–7, 16–18
Timing, 224
Tony’s Chocolonely (TC), 128
Top management team (TMT), 173
Traditionally profit-oriented enterprises, 120
Triodos Bank, 129
Turkey, women’s cooperatives in, 100–102
Turkish social entrepreneurial organization, 98, 110
Turnover, 185–186
UJC. See Nonprofit social enterprise
Urban poverty, 35
US Department of Agriculture (USDA), 79
Vertical leadership, 183
Vinfen, 59–60
Virtual infrastructure, 39
Vision/mission conflict, 66–67
Vocational Proficiency program of Syrian and Turkish Women (TAMEB), 102, 108
Vulnerability bearers, 78–79
Wenchuan earthquake, 222–223
Wi-Fi, 39
Wilcoxon test, 204
Win-win solution, 88–89
Women, Infants, and Children (WIC), 81–82
Women’s cooperatives, 113
achievement of social goals, 108–110
business model of cooperatives, 106–107
community-based social enterprises, 112–113
data analysis, 105–106
data collection, 104–105
findings, 106–111
implications for future research, 114–115
knowledge acquisition and learning experiences, 107–108
research methodology, 103–106
research setting and sample cases, 103–104
scalability, 110–111
social entrepreneurial organization, 111–112
social innovation in SEO, 99–100
social innovation outcomes and scalability, 102
theoretical background, 99–102
in Turkey, 100–102
Turkish social entrepreneurial organization, 110
Women’s empowerment, 98
World Economic Forum, 195
World Trade Center attack, 221
Youth microfranchising, 176–177
Echelons theory
, 174–175
Ecological systems theory
, 80–81
Economic development
, 34
Economic growth
, 111–112
Education
, 3
Effectiveness determinants
, 4, 13
alignment and motivation
, 21–22
of collaborative knowledge networks
, 21–24
financial sustainability
, 24
governance
, 23
leadership
, 22
productivity
, 22–23
self-evaluation, self-improvement, and mutual learning
, 23
social capital
, 22
supporting partners
, 23–24
Embedded management practices
, 2
Emergency entrepreneurship
, 224
Emma Safety Shoes (ESS)
, 124–126
Entrepreneurial actions
, 220
Entrepreneurial innovation
, 5
Entrepreneurial origins
, 5–6
Entrepreneurial process
, 64
Entrepreneurial team
, 173, 179–180
Entrepreneurial ventures
, 57, 234
Entrepreneurs
, 119–120
Entrepreneurship
, 34, 54, 152
Environmental sustainability
, 195
EQUIS
, 17
European and Social Innovation Programme (EaSI)
, 196
Exosystem
, 80–81
Expanding food delivery platforms
, 80–81
Expanding SE context
, 25
Experiential learning
, 16
Experts’ ratings
, 204–205, 208
Exploratory analysis
, 200
Extraordinary environmental turbulence
, 83–84
Family businesses, challenges of
, 130–133
Federally qualified health centers (FQHCs)
, 86–87
Figloan
, 77–78
Financial capital
, 33–35, 37, 39, 44–45
Financial crisis
, 236
Financial risk
, 198
Financial sustainability
, 17–18, 24
Food and nutrition sensitive actions
, 80–81
Food assistance programs
, 82–83
Food for Change program
, 78–79, 84, 87
food insecurity and interlinkages
, 79–82
lessons for social entrepreneurs
, 87–91
limitations and further research
, 92
organizational responses to interlinked social problems
, 82–84
Food insecurity
, 78–79
and interlinkages
, 79–82
Food Rx program
, 87
Food-insecure adults
, 80
Force majeure event
, 217–218
Founders team
, 173
Founding team
, 173
Freerange Press
, 223–224
Friesland Campina
, 137–138
Fully state-owned organization
, 135–137
Fundacion Getulio Vargas (FGV)
, 8–9
Fundraising activities
, 54
Gateway Arts Center/Art Connection Studio, 59–60
Gazelle-type social ventures, 36
Gender, 182–183
Gender equality, 98, 111–112
Gender Equality Report, 99–100
Global Entrepreneurship Monitor (GEM), 181
Global Project Partners (GPP), 102
Google Scholar, 173
Governance, 23, 182–183
Governments view cooperatives, 97–98
Harvard Business Publishing (HBP), 8
Harvard Business School (HBS), 5, 23
Helper network, 235, 241, 243, 245–246
characteristics, 244–245
motivation for contribution, 243–244
Heterogeneous crowd, 236–237
Hiring and employee involvement, 127, 139
Houston Food Bank, 78–79, 82–83, 85
Human capital, 33–34, 37, 39–40, 46
Human rights abuses, 77–78
Human services organization
Ability, 58–59
Vinfen, 59–60
Humility by organizational leaders, 91
Hybrid enterprises, 36–37
Hybrid organizations, 56–57, 98, 119–120
archetypes of, 121–122
Hybridity, 36–37, 120
Hybridization, 121
accounting and financial issues, 139–140
archetypes of hybrid organizations, 121–122
balancing social enterprises, 127–130
case studies, 124, 126–127, 137
challenges of cooperatives and family businesses, 130–133
corporations, 134–135
future directions, 140–141
future outlook, 140
hiring and employee involvement, 139
leadership, 138–139
mission and managing divergent goals, 138
movement, 119
organizational challenges, 122–124
partly or fully state-owned, 135–137
Identified crowdfunding campaigns, 238
Identity, 184–185
conflict, 64–66
Import financial capital, 44
In-depth case studies, 57–58
Inclusive businesses, 13
Inclusiveness, 27
Indigenous entrepreneurship, 27
Individual level SE, 157–158
Individual rights, 66
Individualization, 218
Inequality, 35, 221
Initial research cycle, 7–11
consolidation and increased productivity, 9–10
expansion, 8–9
growing credibility and leveraging network capabilities, 10
moving beyond seed capital, 10
network’s cumulative output, 11
new knowledge frontier, 9
new member, new topic, new approach, 10–11
Innovation, 5–6
Innovative enterprise-based solutions, 54
Input–Mediator–Output–Input framework (IMOI framework), 178
Institutional complexity, 55–57
Institutional entrepreneurship, 139
Institutional level SE, 159
Institutional logics, 36–37, 56
Institutional strengthening, 16–18
Institutionalization process, 17–18
Instituto Centroamericano de Administración de Empresas (INCAE), 6
Instituto de Estudios Superiores de Administración (IESA), 8–9
Instituto Tecnológico de Monterrey Business School (EGADE), 6
Inter-American Development Bank (IADB), 8
Interinstitutional and cross-sector collaboration, 26
Internal team processes, 183
International academic research networks, 2
International alliances, 97–98
International research collaboration (IRC), 2
advancing field through, 2–4
benefits and challenges of, 4, 18, 21
International team dynamics, 20–21
Intrapreneurship. See Institutional entrepreneurship
Isomorphic phenomena, 56
KEDV, 98, 102, 111–112
Key performance indicators (KPIs), 131
Knowledge
acquisition, 107–108
dissemination, 13–16
generation, 6, 11, 13
outcomes, 3
Knowledge Impact Assessment model, 18
Knowledge network. See also Helper network, 3
assessing performance of, 4, 11, 18
benefits and challenges of IRC in, 18–21
institutional strengthening, 16–18
knowledge dissemination, 13–16
knowledge generation, 11–13
properties, 3
Krismon financial crisis (1997–1998), 227
Lead entrepreneur approach, 178–179
Leader passion, 198
Leadership, 22, 66, 127, 129–130, 133, 138–139
decision-making and, 183–184
Learning experiences, 107–108
Lebanese social ventures, 174
Legitimacy conflict, 67–68
Level of analysis, 3
Liability of newness, 34
Location, 34
Macro level
business, 145
crises, 236
Macrosystem, 80–81
Management, 121
science, 152
Market, 120
acceptance, 36–37
market-based frameworks, 55–56
market-based hybrid enterprises, 120
Meso level business, 145
Mesosystem, 80–81
Micro level business, 145
Microsystem, 80–81
Mission tension, 27
Mobilizing social entrepreneurship
background literature, 235–237
data analysis, 241
data collection, 238–240
findings, 241–246
helper network, 241–243
method, 237–240
social entrepreneurship and crowdfunding, 236–237
Motivation, 21–22
Mutual learning, 23
Negotiating conflicts, 68–69
Network, 18
development, 7
New venture team, 173
Nonconventional financial transactional data, 77–78
Nongovernmental organizations (NGOs), 12–13, 97–98, 120–121
Nonlocal financial capital, 44
Nonprofit management
data analysis, 61–62
data collection, 60–61
dominant commercial logic at SSEs, 71
findings, 62–69
future research directions, 73–74
identity conflict, 64–66
legitimacy conflict, 67–68, 72
methods, 57–62
negotiating conflicts, 68–69
nonprofits, social enterprise, and institutional complexity, 55–57
operating social entrepreneurial ventures, 69–70
PNPO–SSE dyads, 73
research setting, 58–60
vision/mission conflict, 66–67
Nonprofit organizations (NPOs), 54, 82–83, 112
Nonprofits, 35
enterprises, 36–37
social enterprise, 42, 45–46
Not-for-profit journals, 152
20 Nuevos Soles project, 16
Nutrition specific actions, 80–81
Off-the-shelf solutions, 36
Open-ended semistructured interviews, 237–238
Opportunity, 5–6, 34
Organization studies, 152
Organizational environments, 56
Organizational forms, SE and, 28
Organizational leaders, 84
forethought, courage, and humility by, 91
Organizational leadership, 79
Organizational legitimacy, 72
Organizational level SE, 158–159
Organizational scholars, 83–84
Organizational theories, 83
Panel of experts
design of questionnaire with, 202
ratings of, 205–207
in social entrepreneurship, 196
Parent nonprofit organization (PNPO), 57–58, 69
Partly state-owned organization, 135–137
Partnership selection, 84
Path dependency, 131
Pattern matching, 62
Pepsi Act, 58–59
Personnel cost, 128
Physical capital, 33–34, 37, 39, 45
Postdisaster entrepreneurial ventures, 227
Poverty, 111–112
in developing countries, 234
Private organizations, 120–121
Process–Output framework, 178
Productivity, 22–23
Profit-oriented organizations, 119–121
Profitability, 196
Property rights, 35
Public health researchers, 80–81
Public policy, 36–37
Public social intrapreneurship, 26
Qualitative case study, 235
analysis, 102
qualitative case study–based approach, 237–238
Rabobank, 129
Rataplan, 128
Reconciling divergent logics spheres, 68–69
Regenerative enterprise, 27
Regional economic development, 34
Rehabilitation Act, 58–59
Research agenda on SETs, 187
Research cycle theme, 7–8
Research methodology, 8
Researchers, 79–80
Resilience, 226
Resource accumulation in social ventures, 37–41
Resource-based view, 197
Sampling strategy, 102
Scalability, 110–111
Scaling
deep, 155–156
down, 155–156
financial capital, 44–45
human capital, 46
illustrative case, 42–47
out, 155–156
physical capital, 45
social capital, 46–47
in social ventures, 37–41
social ventures in distressed communities, 41–47
strategies, 154–157
Scattergun approach, 198
Self-advocacy, 66
Self-determination, 66
Self-evaluation, 23
Self-improvement, 23
Service learning, 28
Service-based social ventures, 39
Shared value, 91
Ship2B Foundation, 16
Skepticism, 234
Skoll Foundation, 195
Social, Environmental and Ethical content (SEE content), 16
Social bricolage, 222
Social businesses, 137
Social capital, 22, 33–35, 37, 40–41, 46–47
Social collaborations, 84
Social enterprise education, 3
Social Enterprise Initiative (SEI), 5
Social Enterprise Knowledge Network (SEKN), 3
entrepreneurial origins, 5–6
evolution, 4, 7
mission, strategy, and Theory of Change, 6–7
Social enterprises, 5, 36–37, 55, 57, 173
Social entrepreneurial business models, 145
Social Entrepreneurial Crowdfunding Campaign 1 (SECC1), 238–240
Social Entrepreneurial Crowdfunding Campaign 2 (SECC2), 240
Social Entrepreneurial Crowdfunding Campaign 3 (SECC3), 240
Social Entrepreneurial Crowdfunding Campaign 4 (SECC4), 240
Social entrepreneurial identity, 184
Social entrepreneurial organization (SEO), 98, 111–112
social innovation in, 99–100
Social entrepreneurial scaling, 41
Social entrepreneurial teams (SETs), 173–174, 179
decision-making and leadership, 183–184
formation, 180–181
gender, 182–183
identity, 184–185
operational definition of, 178–179
research topics, 179–186
reviewing extant literature, 174–178
size and extended team, 181–182
turnover, 185–186
Social entrepreneurs (SEs), 77–78, 87, 91, 145, 197–198, 218, 235–236
challenges of, 157, 159, 171–172
forethought, courage, and humility by organizational leaders, 91
importance of treating clients holistically, 88–89
individual level, 157–158
institutional level, 159
organizational level, 158–159
ratings, 204–205, 208
ratings of panel of, 207–208
solving interlinked social problems through partnerships, 89–91
Social entrepreneurship (SE), 2, 27, 33–34, 54–56, 173, 196, 217–218
as “acts of solidarity” to cope with disaster-induced stress, 227–228
as “acts of solidarity” to increase persistence of authentic cohesion, 224–226
as “acts of solidarity” to meet critical and noncritical needs, 222–224
as “acts of solidarity” to promote community resilience, 226–227
as acts of solidarity, 218
advancing field through international research collaboration, 2–4
assessing performance of knowledge networks, 11–18
background and literature on role, 219–220
benefits and challenges of IRC in knowledge networks, 18–21
comparative analysis of average ratings in two panels, 204–205
comparative analysis of both panels’ ratings, 208–209
corporate and public social intrapreneurship, 26
and crowdfunding, 236–237
design of questionnaire with panel of experts, 202
disasters, social inequalities, and, 221–222
effectiveness determinants of collaborative knowledge networks, 21–24
evolution of SEKN, 4–7
expanding SE context and theory knowledge base, 25
experts’ and social entrepreneurs’ ratings, 204–205, 208
further avenues for future SE research, 24–28
inclusiveness and diversity, 27
initial research cycle, 7–11
interinstitutional and cross-sector collaboration, 26
method, 200–205
mission tension, 27
in modern society, 35–36
obstacles to, 201
and organizational forms, 28
results, 205–209
social innovation, 27
state of SE practice, 25–26
sustainability, and regenerative enterprise, 27
theoretical framework, 198–200
university programs, 26
Social goals, achievement of, 108–110
Social identity theory, 175–176
Social impact, 147–148
challenges of social entrepreneur, 157–159
future directions, 160–163
methodology, 152–154
results, 154–159
SBMs, 148–152
scaling in searched literature, 161
scaling strategies, 154–157
Social inequalities, 221–222
Social innovation, 27, 99
outcomes and scalability, 102
in SEO, 99–100
Social institutional logics, 36–37
Social problems, 77–78
Social return on investment, 146
Social space, 86, 88
Social sustainability, 195
Social value creation, 173
Social ventures, 33–34, 176–177, 234
capitalists, 180–181
framework for scaling, 36–41
scaling and community equity, 48–49
scaling and resource accumulation in social ventures, 37–41
scaling of, 47–48
scaling social ventures in distressed communities, 41–47
social entrepreneurship in modern society, 35–36
theoretical review, 34–36
Social welfare logics, 56
Social workers, 79–80
Social-ecological model, 80–81
Social-oriented enterprises (SEs), 120
Social-oriented organizations, 119
Societal triangle, 120–121
Solidarity, 220
Sovereign debt crisis, 226
Start-up team, 173
State, 120
Strangers, 242–243
Subsidiary social enterprises (SSEs), 55
Supplemental Nutrition Assistance Program (SNAP), 81–82
Supporting partners, 23–24
Sustainability, 27
Sustainable business models (SBMs), 10, 146–148, 152, 195
requirements of, 150–151
Sustainable development, 196
Tabula rasa hiring approach, 137
Talent life cycle, 69
Team
composition, 174–175
entrepreneurship, 176–177
The Colour Kitchen (TCK), 126
Thematic analysis, 241
Theory knowledge base, 25
Theory of Change, 6–7, 16–18
Timing, 224
Tony’s Chocolonely (TC), 128
Top management team (TMT), 173
Traditionally profit-oriented enterprises, 120
Triodos Bank, 129
Turkey, women’s cooperatives in, 100–102
Turkish social entrepreneurial organization, 98, 110
Turnover, 185–186
UJC. See Nonprofit social enterprise
Urban poverty, 35
US Department of Agriculture (USDA), 79
Vertical leadership, 183
Vinfen, 59–60
Virtual infrastructure, 39
Vision/mission conflict, 66–67
Vocational Proficiency program of Syrian and Turkish Women (TAMEB), 102, 108
Vulnerability bearers, 78–79
Wenchuan earthquake, 222–223
Wi-Fi, 39
Wilcoxon test, 204
Win-win solution, 88–89
Women, Infants, and Children (WIC), 81–82
Women’s cooperatives, 113
achievement of social goals, 108–110
business model of cooperatives, 106–107
community-based social enterprises, 112–113
data analysis, 105–106
data collection, 104–105
findings, 106–111
implications for future research, 114–115
knowledge acquisition and learning experiences, 107–108
research methodology, 103–106
research setting and sample cases, 103–104
scalability, 110–111
social entrepreneurial organization, 111–112
social innovation in SEO, 99–100
social innovation outcomes and scalability, 102
theoretical background, 99–102
in Turkey, 100–102
Turkish social entrepreneurial organization, 110
Women’s empowerment, 98
World Economic Forum, 195
World Trade Center attack, 221
Youth microfranchising, 176–177
Gateway Arts Center/Art Connection Studio
, 59–60
Gazelle-type social ventures
, 36
Gender
, 182–183
Gender equality
, 98, 111–112
Gender Equality Report
, 99–100
Global Entrepreneurship Monitor (GEM)
, 181
Global Project Partners (GPP)
, 102
Google Scholar
, 173
Governance
, 23, 182–183
Governments view cooperatives
, 97–98
Harvard Business Publishing (HBP)
, 8
Harvard Business School (HBS)
, 5, 23
Helper network
, 235, 241, 243, 245–246
characteristics
, 244–245
motivation for contribution
, 243–244
Heterogeneous crowd
, 236–237
Hiring and employee involvement
, 127, 139
Houston Food Bank
, 78–79, 82–83, 85
Human capital
, 33–34, 37, 39–40, 46
Human rights abuses
, 77–78
Human services organization
Ability
, 58–59
Vinfen
, 59–60
Humility by organizational leaders
, 91
Hybrid enterprises
, 36–37
Hybrid organizations
, 56–57, 98, 119–120
archetypes of
, 121–122
Hybridity
, 36–37, 120
Hybridization
, 121
accounting and financial issues
, 139–140
archetypes of hybrid organizations
, 121–122
balancing social enterprises
, 127–130
case studies
, 124, 126–127, 137
challenges of cooperatives and family businesses
, 130–133
corporations
, 134–135
future directions
, 140–141
future outlook
, 140
hiring and employee involvement
, 139
leadership
, 138–139
mission and managing divergent goals
, 138
movement
, 119
organizational challenges
, 122–124
partly or fully state-owned
, 135–137
Identified crowdfunding campaigns, 238
Identity, 184–185
conflict, 64–66
Import financial capital, 44
In-depth case studies, 57–58
Inclusive businesses, 13
Inclusiveness, 27
Indigenous entrepreneurship, 27
Individual level SE, 157–158
Individual rights, 66
Individualization, 218
Inequality, 35, 221
Initial research cycle, 7–11
consolidation and increased productivity, 9–10
expansion, 8–9
growing credibility and leveraging network capabilities, 10
moving beyond seed capital, 10
network’s cumulative output, 11
new knowledge frontier, 9
new member, new topic, new approach, 10–11
Innovation, 5–6
Innovative enterprise-based solutions, 54
Input–Mediator–Output–Input framework (IMOI framework), 178
Institutional complexity, 55–57
Institutional entrepreneurship, 139
Institutional level SE, 159
Institutional logics, 36–37, 56
Institutional strengthening, 16–18
Institutionalization process, 17–18
Instituto Centroamericano de Administración de Empresas (INCAE), 6
Instituto de Estudios Superiores de Administración (IESA), 8–9
Instituto Tecnológico de Monterrey Business School (EGADE), 6
Inter-American Development Bank (IADB), 8
Interinstitutional and cross-sector collaboration, 26
Internal team processes, 183
International academic research networks, 2
International alliances, 97–98
International research collaboration (IRC), 2
advancing field through, 2–4
benefits and challenges of, 4, 18, 21
International team dynamics, 20–21
Intrapreneurship. See Institutional entrepreneurship
Isomorphic phenomena, 56
KEDV, 98, 102, 111–112
Key performance indicators (KPIs), 131
Knowledge
acquisition, 107–108
dissemination, 13–16
generation, 6, 11, 13
outcomes, 3
Knowledge Impact Assessment model, 18
Knowledge network. See also Helper network, 3
assessing performance of, 4, 11, 18
benefits and challenges of IRC in, 18–21
institutional strengthening, 16–18
knowledge dissemination, 13–16
knowledge generation, 11–13
properties, 3
Krismon financial crisis (1997–1998), 227
Lead entrepreneur approach, 178–179
Leader passion, 198
Leadership, 22, 66, 127, 129–130, 133, 138–139
decision-making and, 183–184
Learning experiences, 107–108
Lebanese social ventures, 174
Legitimacy conflict, 67–68
Level of analysis, 3
Liability of newness, 34
Location, 34
Macro level
business, 145
crises, 236
Macrosystem, 80–81
Management, 121
science, 152
Market, 120
acceptance, 36–37
market-based frameworks, 55–56
market-based hybrid enterprises, 120
Meso level business, 145
Mesosystem, 80–81
Micro level business, 145
Microsystem, 80–81
Mission tension, 27
Mobilizing social entrepreneurship
background literature, 235–237
data analysis, 241
data collection, 238–240
findings, 241–246
helper network, 241–243
method, 237–240
social entrepreneurship and crowdfunding, 236–237
Motivation, 21–22
Mutual learning, 23
Negotiating conflicts, 68–69
Network, 18
development, 7
New venture team, 173
Nonconventional financial transactional data, 77–78
Nongovernmental organizations (NGOs), 12–13, 97–98, 120–121
Nonlocal financial capital, 44
Nonprofit management
data analysis, 61–62
data collection, 60–61
dominant commercial logic at SSEs, 71
findings, 62–69
future research directions, 73–74
identity conflict, 64–66
legitimacy conflict, 67–68, 72
methods, 57–62
negotiating conflicts, 68–69
nonprofits, social enterprise, and institutional complexity, 55–57
operating social entrepreneurial ventures, 69–70
PNPO–SSE dyads, 73
research setting, 58–60
vision/mission conflict, 66–67
Nonprofit organizations (NPOs), 54, 82–83, 112
Nonprofits, 35
enterprises, 36–37
social enterprise, 42, 45–46
Not-for-profit journals, 152
20 Nuevos Soles project, 16
Nutrition specific actions, 80–81
Off-the-shelf solutions, 36
Open-ended semistructured interviews, 237–238
Opportunity, 5–6, 34
Organization studies, 152
Organizational environments, 56
Organizational forms, SE and, 28
Organizational leaders, 84
forethought, courage, and humility by, 91
Organizational leadership, 79
Organizational legitimacy, 72
Organizational level SE, 158–159
Organizational scholars, 83–84
Organizational theories, 83
Panel of experts
design of questionnaire with, 202
ratings of, 205–207
in social entrepreneurship, 196
Parent nonprofit organization (PNPO), 57–58, 69
Partly state-owned organization, 135–137
Partnership selection, 84
Path dependency, 131
Pattern matching, 62
Pepsi Act, 58–59
Personnel cost, 128
Physical capital, 33–34, 37, 39, 45
Postdisaster entrepreneurial ventures, 227
Poverty, 111–112
in developing countries, 234
Private organizations, 120–121
Process–Output framework, 178
Productivity, 22–23
Profit-oriented organizations, 119–121
Profitability, 196
Property rights, 35
Public health researchers, 80–81
Public policy, 36–37
Public social intrapreneurship, 26
Qualitative case study, 235
analysis, 102
qualitative case study–based approach, 237–238
Rabobank, 129
Rataplan, 128
Reconciling divergent logics spheres, 68–69
Regenerative enterprise, 27
Regional economic development, 34
Rehabilitation Act, 58–59
Research agenda on SETs, 187
Research cycle theme, 7–8
Research methodology, 8
Researchers, 79–80
Resilience, 226
Resource accumulation in social ventures, 37–41
Resource-based view, 197
Sampling strategy, 102
Scalability, 110–111
Scaling
deep, 155–156
down, 155–156
financial capital, 44–45
human capital, 46
illustrative case, 42–47
out, 155–156
physical capital, 45
social capital, 46–47
in social ventures, 37–41
social ventures in distressed communities, 41–47
strategies, 154–157
Scattergun approach, 198
Self-advocacy, 66
Self-determination, 66
Self-evaluation, 23
Self-improvement, 23
Service learning, 28
Service-based social ventures, 39
Shared value, 91
Ship2B Foundation, 16
Skepticism, 234
Skoll Foundation, 195
Social, Environmental and Ethical content (SEE content), 16
Social bricolage, 222
Social businesses, 137
Social capital, 22, 33–35, 37, 40–41, 46–47
Social collaborations, 84
Social enterprise education, 3
Social Enterprise Initiative (SEI), 5
Social Enterprise Knowledge Network (SEKN), 3
entrepreneurial origins, 5–6
evolution, 4, 7
mission, strategy, and Theory of Change, 6–7
Social enterprises, 5, 36–37, 55, 57, 173
Social entrepreneurial business models, 145
Social Entrepreneurial Crowdfunding Campaign 1 (SECC1), 238–240
Social Entrepreneurial Crowdfunding Campaign 2 (SECC2), 240
Social Entrepreneurial Crowdfunding Campaign 3 (SECC3), 240
Social Entrepreneurial Crowdfunding Campaign 4 (SECC4), 240
Social entrepreneurial identity, 184
Social entrepreneurial organization (SEO), 98, 111–112
social innovation in, 99–100
Social entrepreneurial scaling, 41
Social entrepreneurial teams (SETs), 173–174, 179
decision-making and leadership, 183–184
formation, 180–181
gender, 182–183
identity, 184–185
operational definition of, 178–179
research topics, 179–186
reviewing extant literature, 174–178
size and extended team, 181–182
turnover, 185–186
Social entrepreneurs (SEs), 77–78, 87, 91, 145, 197–198, 218, 235–236
challenges of, 157, 159, 171–172
forethought, courage, and humility by organizational leaders, 91
importance of treating clients holistically, 88–89
individual level, 157–158
institutional level, 159
organizational level, 158–159
ratings, 204–205, 208
ratings of panel of, 207–208
solving interlinked social problems through partnerships, 89–91
Social entrepreneurship (SE), 2, 27, 33–34, 54–56, 173, 196, 217–218
as “acts of solidarity” to cope with disaster-induced stress, 227–228
as “acts of solidarity” to increase persistence of authentic cohesion, 224–226
as “acts of solidarity” to meet critical and noncritical needs, 222–224
as “acts of solidarity” to promote community resilience, 226–227
as acts of solidarity, 218
advancing field through international research collaboration, 2–4
assessing performance of knowledge networks, 11–18
background and literature on role, 219–220
benefits and challenges of IRC in knowledge networks, 18–21
comparative analysis of average ratings in two panels, 204–205
comparative analysis of both panels’ ratings, 208–209
corporate and public social intrapreneurship, 26
and crowdfunding, 236–237
design of questionnaire with panel of experts, 202
disasters, social inequalities, and, 221–222
effectiveness determinants of collaborative knowledge networks, 21–24
evolution of SEKN, 4–7
expanding SE context and theory knowledge base, 25
experts’ and social entrepreneurs’ ratings, 204–205, 208
further avenues for future SE research, 24–28
inclusiveness and diversity, 27
initial research cycle, 7–11
interinstitutional and cross-sector collaboration, 26
method, 200–205
mission tension, 27
in modern society, 35–36
obstacles to, 201
and organizational forms, 28
results, 205–209
social innovation, 27
state of SE practice, 25–26
sustainability, and regenerative enterprise, 27
theoretical framework, 198–200
university programs, 26
Social goals, achievement of, 108–110
Social identity theory, 175–176
Social impact, 147–148
challenges of social entrepreneur, 157–159
future directions, 160–163
methodology, 152–154
results, 154–159
SBMs, 148–152
scaling in searched literature, 161
scaling strategies, 154–157
Social inequalities, 221–222
Social innovation, 27, 99
outcomes and scalability, 102
in SEO, 99–100
Social institutional logics, 36–37
Social problems, 77–78
Social return on investment, 146
Social space, 86, 88
Social sustainability, 195
Social value creation, 173
Social ventures, 33–34, 176–177, 234
capitalists, 180–181
framework for scaling, 36–41
scaling and community equity, 48–49
scaling and resource accumulation in social ventures, 37–41
scaling of, 47–48
scaling social ventures in distressed communities, 41–47
social entrepreneurship in modern society, 35–36
theoretical review, 34–36
Social welfare logics, 56
Social workers, 79–80
Social-ecological model, 80–81
Social-oriented enterprises (SEs), 120
Social-oriented organizations, 119
Societal triangle, 120–121
Solidarity, 220
Sovereign debt crisis, 226
Start-up team, 173
State, 120
Strangers, 242–243
Subsidiary social enterprises (SSEs), 55
Supplemental Nutrition Assistance Program (SNAP), 81–82
Supporting partners, 23–24
Sustainability, 27
Sustainable business models (SBMs), 10, 146–148, 152, 195
requirements of, 150–151
Sustainable development, 196
Tabula rasa hiring approach, 137
Talent life cycle, 69
Team
composition, 174–175
entrepreneurship, 176–177
The Colour Kitchen (TCK), 126
Thematic analysis, 241
Theory knowledge base, 25
Theory of Change, 6–7, 16–18
Timing, 224
Tony’s Chocolonely (TC), 128
Top management team (TMT), 173
Traditionally profit-oriented enterprises, 120
Triodos Bank, 129
Turkey, women’s cooperatives in, 100–102
Turkish social entrepreneurial organization, 98, 110
Turnover, 185–186
UJC. See Nonprofit social enterprise
Urban poverty, 35
US Department of Agriculture (USDA), 79
Vertical leadership, 183
Vinfen, 59–60
Virtual infrastructure, 39
Vision/mission conflict, 66–67
Vocational Proficiency program of Syrian and Turkish Women (TAMEB), 102, 108
Vulnerability bearers, 78–79
Wenchuan earthquake, 222–223
Wi-Fi, 39
Wilcoxon test, 204
Win-win solution, 88–89
Women, Infants, and Children (WIC), 81–82
Women’s cooperatives, 113
achievement of social goals, 108–110
business model of cooperatives, 106–107
community-based social enterprises, 112–113
data analysis, 105–106
data collection, 104–105
findings, 106–111
implications for future research, 114–115
knowledge acquisition and learning experiences, 107–108
research methodology, 103–106
research setting and sample cases, 103–104
scalability, 110–111
social entrepreneurial organization, 111–112
social innovation in SEO, 99–100
social innovation outcomes and scalability, 102
theoretical background, 99–102
in Turkey, 100–102
Turkish social entrepreneurial organization, 110
Women’s empowerment, 98
World Economic Forum, 195
World Trade Center attack, 221
Youth microfranchising, 176–177
Identified crowdfunding campaigns
, 238
Identity
, 184–185
conflict
, 64–66
Import financial capital
, 44
In-depth case studies
, 57–58
Inclusive businesses
, 13
Inclusiveness
, 27
Indigenous entrepreneurship
, 27
Individual level SE
, 157–158
Individual rights
, 66
Individualization
, 218
Inequality
, 35, 221
Initial research cycle
, 7–11
consolidation and increased productivity
, 9–10
expansion
, 8–9
growing credibility and leveraging network capabilities
, 10
moving beyond seed capital
, 10
network’s cumulative output
, 11
new knowledge frontier
, 9
new member, new topic, new approach
, 10–11
Innovation
, 5–6
Innovative enterprise-based solutions
, 54
Input–Mediator–Output–Input framework (IMOI framework)
, 178
Institutional complexity
, 55–57
Institutional entrepreneurship
, 139
Institutional level SE
, 159
Institutional logics
, 36–37, 56
Institutional strengthening
, 16–18
Institutionalization process
, 17–18
Instituto Centroamericano de Administración de Empresas (INCAE)
, 6
Instituto de Estudios Superiores de Administración (IESA)
, 8–9
Instituto Tecnológico de Monterrey Business School (EGADE)
, 6
Inter-American Development Bank (IADB)
, 8
Interinstitutional and cross-sector collaboration
, 26
Internal team processes
, 183
International academic research networks
, 2
International alliances
, 97–98
International research collaboration (IRC)
, 2
advancing field through
, 2–4
benefits and challenges of
, 4, 18, 21
International team dynamics
, 20–21
Intrapreneurship. See Institutional entrepreneurship
Isomorphic phenomena
, 56
KEDV
, 98, 102, 111–112
Key performance indicators (KPIs)
, 131
Knowledge
acquisition
, 107–108
dissemination
, 13–16
generation
, 6, 11, 13
outcomes
, 3
Knowledge Impact Assessment model
, 18
Knowledge network. See also Helper network
, 3
assessing performance of
, 4, 11, 18
benefits and challenges of IRC in
, 18–21
institutional strengthening
, 16–18
knowledge dissemination
, 13–16
knowledge generation
, 11–13
properties
, 3
Krismon financial crisis (1997–1998)
, 227
Lead entrepreneur approach, 178–179
Leader passion, 198
Leadership, 22, 66, 127, 129–130, 133, 138–139
decision-making and, 183–184
Learning experiences, 107–108
Lebanese social ventures, 174
Legitimacy conflict, 67–68
Level of analysis, 3
Liability of newness, 34
Location, 34
Macro level
business, 145
crises, 236
Macrosystem, 80–81
Management, 121
science, 152
Market, 120
acceptance, 36–37
market-based frameworks, 55–56
market-based hybrid enterprises, 120
Meso level business, 145
Mesosystem, 80–81
Micro level business, 145
Microsystem, 80–81
Mission tension, 27
Mobilizing social entrepreneurship
background literature, 235–237
data analysis, 241
data collection, 238–240
findings, 241–246
helper network, 241–243
method, 237–240
social entrepreneurship and crowdfunding, 236–237
Motivation, 21–22
Mutual learning, 23
Negotiating conflicts, 68–69
Network, 18
development, 7
New venture team, 173
Nonconventional financial transactional data, 77–78
Nongovernmental organizations (NGOs), 12–13, 97–98, 120–121
Nonlocal financial capital, 44
Nonprofit management
data analysis, 61–62
data collection, 60–61
dominant commercial logic at SSEs, 71
findings, 62–69
future research directions, 73–74
identity conflict, 64–66
legitimacy conflict, 67–68, 72
methods, 57–62
negotiating conflicts, 68–69
nonprofits, social enterprise, and institutional complexity, 55–57
operating social entrepreneurial ventures, 69–70
PNPO–SSE dyads, 73
research setting, 58–60
vision/mission conflict, 66–67
Nonprofit organizations (NPOs), 54, 82–83, 112
Nonprofits, 35
enterprises, 36–37
social enterprise, 42, 45–46
Not-for-profit journals, 152
20 Nuevos Soles project, 16
Nutrition specific actions, 80–81
Off-the-shelf solutions, 36
Open-ended semistructured interviews, 237–238
Opportunity, 5–6, 34
Organization studies, 152
Organizational environments, 56
Organizational forms, SE and, 28
Organizational leaders, 84
forethought, courage, and humility by, 91
Organizational leadership, 79
Organizational legitimacy, 72
Organizational level SE, 158–159
Organizational scholars, 83–84
Organizational theories, 83
Panel of experts
design of questionnaire with, 202
ratings of, 205–207
in social entrepreneurship, 196
Parent nonprofit organization (PNPO), 57–58, 69
Partly state-owned organization, 135–137
Partnership selection, 84
Path dependency, 131
Pattern matching, 62
Pepsi Act, 58–59
Personnel cost, 128
Physical capital, 33–34, 37, 39, 45
Postdisaster entrepreneurial ventures, 227
Poverty, 111–112
in developing countries, 234
Private organizations, 120–121
Process–Output framework, 178
Productivity, 22–23
Profit-oriented organizations, 119–121
Profitability, 196
Property rights, 35
Public health researchers, 80–81
Public policy, 36–37
Public social intrapreneurship, 26
Qualitative case study, 235
analysis, 102
qualitative case study–based approach, 237–238
Rabobank, 129
Rataplan, 128
Reconciling divergent logics spheres, 68–69
Regenerative enterprise, 27
Regional economic development, 34
Rehabilitation Act, 58–59
Research agenda on SETs, 187
Research cycle theme, 7–8
Research methodology, 8
Researchers, 79–80
Resilience, 226
Resource accumulation in social ventures, 37–41
Resource-based view, 197
Sampling strategy, 102
Scalability, 110–111
Scaling
deep, 155–156
down, 155–156
financial capital, 44–45
human capital, 46
illustrative case, 42–47
out, 155–156
physical capital, 45
social capital, 46–47
in social ventures, 37–41
social ventures in distressed communities, 41–47
strategies, 154–157
Scattergun approach, 198
Self-advocacy, 66
Self-determination, 66
Self-evaluation, 23
Self-improvement, 23
Service learning, 28
Service-based social ventures, 39
Shared value, 91
Ship2B Foundation, 16
Skepticism, 234
Skoll Foundation, 195
Social, Environmental and Ethical content (SEE content), 16
Social bricolage, 222
Social businesses, 137
Social capital, 22, 33–35, 37, 40–41, 46–47
Social collaborations, 84
Social enterprise education, 3
Social Enterprise Initiative (SEI), 5
Social Enterprise Knowledge Network (SEKN), 3
entrepreneurial origins, 5–6
evolution, 4, 7
mission, strategy, and Theory of Change, 6–7
Social enterprises, 5, 36–37, 55, 57, 173
Social entrepreneurial business models, 145
Social Entrepreneurial Crowdfunding Campaign 1 (SECC1), 238–240
Social Entrepreneurial Crowdfunding Campaign 2 (SECC2), 240
Social Entrepreneurial Crowdfunding Campaign 3 (SECC3), 240
Social Entrepreneurial Crowdfunding Campaign 4 (SECC4), 240
Social entrepreneurial identity, 184
Social entrepreneurial organization (SEO), 98, 111–112
social innovation in, 99–100
Social entrepreneurial scaling, 41
Social entrepreneurial teams (SETs), 173–174, 179
decision-making and leadership, 183–184
formation, 180–181
gender, 182–183
identity, 184–185
operational definition of, 178–179
research topics, 179–186
reviewing extant literature, 174–178
size and extended team, 181–182
turnover, 185–186
Social entrepreneurs (SEs), 77–78, 87, 91, 145, 197–198, 218, 235–236
challenges of, 157, 159, 171–172
forethought, courage, and humility by organizational leaders, 91
importance of treating clients holistically, 88–89
individual level, 157–158
institutional level, 159
organizational level, 158–159
ratings, 204–205, 208
ratings of panel of, 207–208
solving interlinked social problems through partnerships, 89–91
Social entrepreneurship (SE), 2, 27, 33–34, 54–56, 173, 196, 217–218
as “acts of solidarity” to cope with disaster-induced stress, 227–228
as “acts of solidarity” to increase persistence of authentic cohesion, 224–226
as “acts of solidarity” to meet critical and noncritical needs, 222–224
as “acts of solidarity” to promote community resilience, 226–227
as acts of solidarity, 218
advancing field through international research collaboration, 2–4
assessing performance of knowledge networks, 11–18
background and literature on role, 219–220
benefits and challenges of IRC in knowledge networks, 18–21
comparative analysis of average ratings in two panels, 204–205
comparative analysis of both panels’ ratings, 208–209
corporate and public social intrapreneurship, 26
and crowdfunding, 236–237
design of questionnaire with panel of experts, 202
disasters, social inequalities, and, 221–222
effectiveness determinants of collaborative knowledge networks, 21–24
evolution of SEKN, 4–7
expanding SE context and theory knowledge base, 25
experts’ and social entrepreneurs’ ratings, 204–205, 208
further avenues for future SE research, 24–28
inclusiveness and diversity, 27
initial research cycle, 7–11
interinstitutional and cross-sector collaboration, 26
method, 200–205
mission tension, 27
in modern society, 35–36
obstacles to, 201
and organizational forms, 28
results, 205–209
social innovation, 27
state of SE practice, 25–26
sustainability, and regenerative enterprise, 27
theoretical framework, 198–200
university programs, 26
Social goals, achievement of, 108–110
Social identity theory, 175–176
Social impact, 147–148
challenges of social entrepreneur, 157–159
future directions, 160–163
methodology, 152–154
results, 154–159
SBMs, 148–152
scaling in searched literature, 161
scaling strategies, 154–157
Social inequalities, 221–222
Social innovation, 27, 99
outcomes and scalability, 102
in SEO, 99–100
Social institutional logics, 36–37
Social problems, 77–78
Social return on investment, 146
Social space, 86, 88
Social sustainability, 195
Social value creation, 173
Social ventures, 33–34, 176–177, 234
capitalists, 180–181
framework for scaling, 36–41
scaling and community equity, 48–49
scaling and resource accumulation in social ventures, 37–41
scaling of, 47–48
scaling social ventures in distressed communities, 41–47
social entrepreneurship in modern society, 35–36
theoretical review, 34–36
Social welfare logics, 56
Social workers, 79–80
Social-ecological model, 80–81
Social-oriented enterprises (SEs), 120
Social-oriented organizations, 119
Societal triangle, 120–121
Solidarity, 220
Sovereign debt crisis, 226
Start-up team, 173
State, 120
Strangers, 242–243
Subsidiary social enterprises (SSEs), 55
Supplemental Nutrition Assistance Program (SNAP), 81–82
Supporting partners, 23–24
Sustainability, 27
Sustainable business models (SBMs), 10, 146–148, 152, 195
requirements of, 150–151
Sustainable development, 196
Tabula rasa hiring approach, 137
Talent life cycle, 69
Team
composition, 174–175
entrepreneurship, 176–177
The Colour Kitchen (TCK), 126
Thematic analysis, 241
Theory knowledge base, 25
Theory of Change, 6–7, 16–18
Timing, 224
Tony’s Chocolonely (TC), 128
Top management team (TMT), 173
Traditionally profit-oriented enterprises, 120
Triodos Bank, 129
Turkey, women’s cooperatives in, 100–102
Turkish social entrepreneurial organization, 98, 110
Turnover, 185–186
UJC. See Nonprofit social enterprise
Urban poverty, 35
US Department of Agriculture (USDA), 79
Vertical leadership, 183
Vinfen, 59–60
Virtual infrastructure, 39
Vision/mission conflict, 66–67
Vocational Proficiency program of Syrian and Turkish Women (TAMEB), 102, 108
Vulnerability bearers, 78–79
Wenchuan earthquake, 222–223
Wi-Fi, 39
Wilcoxon test, 204
Win-win solution, 88–89
Women, Infants, and Children (WIC), 81–82
Women’s cooperatives, 113
achievement of social goals, 108–110
business model of cooperatives, 106–107
community-based social enterprises, 112–113
data analysis, 105–106
data collection, 104–105
findings, 106–111
implications for future research, 114–115
knowledge acquisition and learning experiences, 107–108
research methodology, 103–106
research setting and sample cases, 103–104
scalability, 110–111
social entrepreneurial organization, 111–112
social innovation in SEO, 99–100
social innovation outcomes and scalability, 102
theoretical background, 99–102
in Turkey, 100–102
Turkish social entrepreneurial organization, 110
Women’s empowerment, 98
World Economic Forum, 195
World Trade Center attack, 221
Youth microfranchising, 176–177
Lead entrepreneur approach
, 178–179
Leader passion
, 198
Leadership
, 22, 66, 127, 129–130, 133, 138–139
decision-making and
, 183–184
Learning experiences
, 107–108
Lebanese social ventures
, 174
Legitimacy conflict
, 67–68
Level of analysis
, 3
Liability of newness
, 34
Location
, 34
Macro level
business
, 145
crises
, 236
Macrosystem
, 80–81
Management
, 121
science
, 152
Market
, 120
acceptance
, 36–37
market-based frameworks
, 55–56
market-based hybrid enterprises
, 120
Meso level business
, 145
Mesosystem
, 80–81
Micro level business
, 145
Microsystem
, 80–81
Mission tension
, 27
Mobilizing social entrepreneurship
background literature
, 235–237
data analysis
, 241
data collection
, 238–240
findings
, 241–246
helper network
, 241–243
method
, 237–240
social entrepreneurship and crowdfunding
, 236–237
Motivation
, 21–22
Mutual learning
, 23
Negotiating conflicts, 68–69
Network, 18
development, 7
New venture team, 173
Nonconventional financial transactional data, 77–78
Nongovernmental organizations (NGOs), 12–13, 97–98, 120–121
Nonlocal financial capital, 44
Nonprofit management
data analysis, 61–62
data collection, 60–61
dominant commercial logic at SSEs, 71
findings, 62–69
future research directions, 73–74
identity conflict, 64–66
legitimacy conflict, 67–68, 72
methods, 57–62
negotiating conflicts, 68–69
nonprofits, social enterprise, and institutional complexity, 55–57
operating social entrepreneurial ventures, 69–70
PNPO–SSE dyads, 73
research setting, 58–60
vision/mission conflict, 66–67
Nonprofit organizations (NPOs), 54, 82–83, 112
Nonprofits, 35
enterprises, 36–37
social enterprise, 42, 45–46
Not-for-profit journals, 152
20 Nuevos Soles project, 16
Nutrition specific actions, 80–81
Off-the-shelf solutions, 36
Open-ended semistructured interviews, 237–238
Opportunity, 5–6, 34
Organization studies, 152
Organizational environments, 56
Organizational forms, SE and, 28
Organizational leaders, 84
forethought, courage, and humility by, 91
Organizational leadership, 79
Organizational legitimacy, 72
Organizational level SE, 158–159
Organizational scholars, 83–84
Organizational theories, 83
Panel of experts
design of questionnaire with, 202
ratings of, 205–207
in social entrepreneurship, 196
Parent nonprofit organization (PNPO), 57–58, 69
Partly state-owned organization, 135–137
Partnership selection, 84
Path dependency, 131
Pattern matching, 62
Pepsi Act, 58–59
Personnel cost, 128
Physical capital, 33–34, 37, 39, 45
Postdisaster entrepreneurial ventures, 227
Poverty, 111–112
in developing countries, 234
Private organizations, 120–121
Process–Output framework, 178
Productivity, 22–23
Profit-oriented organizations, 119–121
Profitability, 196
Property rights, 35
Public health researchers, 80–81
Public policy, 36–37
Public social intrapreneurship, 26
Qualitative case study, 235
analysis, 102
qualitative case study–based approach, 237–238
Rabobank, 129
Rataplan, 128
Reconciling divergent logics spheres, 68–69
Regenerative enterprise, 27
Regional economic development, 34
Rehabilitation Act, 58–59
Research agenda on SETs, 187
Research cycle theme, 7–8
Research methodology, 8
Researchers, 79–80
Resilience, 226
Resource accumulation in social ventures, 37–41
Resource-based view, 197
Sampling strategy, 102
Scalability, 110–111
Scaling
deep, 155–156
down, 155–156
financial capital, 44–45
human capital, 46
illustrative case, 42–47
out, 155–156
physical capital, 45
social capital, 46–47
in social ventures, 37–41
social ventures in distressed communities, 41–47
strategies, 154–157
Scattergun approach, 198
Self-advocacy, 66
Self-determination, 66
Self-evaluation, 23
Self-improvement, 23
Service learning, 28
Service-based social ventures, 39
Shared value, 91
Ship2B Foundation, 16
Skepticism, 234
Skoll Foundation, 195
Social, Environmental and Ethical content (SEE content), 16
Social bricolage, 222
Social businesses, 137
Social capital, 22, 33–35, 37, 40–41, 46–47
Social collaborations, 84
Social enterprise education, 3
Social Enterprise Initiative (SEI), 5
Social Enterprise Knowledge Network (SEKN), 3
entrepreneurial origins, 5–6
evolution, 4, 7
mission, strategy, and Theory of Change, 6–7
Social enterprises, 5, 36–37, 55, 57, 173
Social entrepreneurial business models, 145
Social Entrepreneurial Crowdfunding Campaign 1 (SECC1), 238–240
Social Entrepreneurial Crowdfunding Campaign 2 (SECC2), 240
Social Entrepreneurial Crowdfunding Campaign 3 (SECC3), 240
Social Entrepreneurial Crowdfunding Campaign 4 (SECC4), 240
Social entrepreneurial identity, 184
Social entrepreneurial organization (SEO), 98, 111–112
social innovation in, 99–100
Social entrepreneurial scaling, 41
Social entrepreneurial teams (SETs), 173–174, 179
decision-making and leadership, 183–184
formation, 180–181
gender, 182–183
identity, 184–185
operational definition of, 178–179
research topics, 179–186
reviewing extant literature, 174–178
size and extended team, 181–182
turnover, 185–186
Social entrepreneurs (SEs), 77–78, 87, 91, 145, 197–198, 218, 235–236
challenges of, 157, 159, 171–172
forethought, courage, and humility by organizational leaders, 91
importance of treating clients holistically, 88–89
individual level, 157–158
institutional level, 159
organizational level, 158–159
ratings, 204–205, 208
ratings of panel of, 207–208
solving interlinked social problems through partnerships, 89–91
Social entrepreneurship (SE), 2, 27, 33–34, 54–56, 173, 196, 217–218
as “acts of solidarity” to cope with disaster-induced stress, 227–228
as “acts of solidarity” to increase persistence of authentic cohesion, 224–226
as “acts of solidarity” to meet critical and noncritical needs, 222–224
as “acts of solidarity” to promote community resilience, 226–227
as acts of solidarity, 218
advancing field through international research collaboration, 2–4
assessing performance of knowledge networks, 11–18
background and literature on role, 219–220
benefits and challenges of IRC in knowledge networks, 18–21
comparative analysis of average ratings in two panels, 204–205
comparative analysis of both panels’ ratings, 208–209
corporate and public social intrapreneurship, 26
and crowdfunding, 236–237
design of questionnaire with panel of experts, 202
disasters, social inequalities, and, 221–222
effectiveness determinants of collaborative knowledge networks, 21–24
evolution of SEKN, 4–7
expanding SE context and theory knowledge base, 25
experts’ and social entrepreneurs’ ratings, 204–205, 208
further avenues for future SE research, 24–28
inclusiveness and diversity, 27
initial research cycle, 7–11
interinstitutional and cross-sector collaboration, 26
method, 200–205
mission tension, 27
in modern society, 35–36
obstacles to, 201
and organizational forms, 28
results, 205–209
social innovation, 27
state of SE practice, 25–26
sustainability, and regenerative enterprise, 27
theoretical framework, 198–200
university programs, 26
Social goals, achievement of, 108–110
Social identity theory, 175–176
Social impact, 147–148
challenges of social entrepreneur, 157–159
future directions, 160–163
methodology, 152–154
results, 154–159
SBMs, 148–152
scaling in searched literature, 161
scaling strategies, 154–157
Social inequalities, 221–222
Social innovation, 27, 99
outcomes and scalability, 102
in SEO, 99–100
Social institutional logics, 36–37
Social problems, 77–78
Social return on investment, 146
Social space, 86, 88
Social sustainability, 195
Social value creation, 173
Social ventures, 33–34, 176–177, 234
capitalists, 180–181
framework for scaling, 36–41
scaling and community equity, 48–49
scaling and resource accumulation in social ventures, 37–41
scaling of, 47–48
scaling social ventures in distressed communities, 41–47
social entrepreneurship in modern society, 35–36
theoretical review, 34–36
Social welfare logics, 56
Social workers, 79–80
Social-ecological model, 80–81
Social-oriented enterprises (SEs), 120
Social-oriented organizations, 119
Societal triangle, 120–121
Solidarity, 220
Sovereign debt crisis, 226
Start-up team, 173
State, 120
Strangers, 242–243
Subsidiary social enterprises (SSEs), 55
Supplemental Nutrition Assistance Program (SNAP), 81–82
Supporting partners, 23–24
Sustainability, 27
Sustainable business models (SBMs), 10, 146–148, 152, 195
requirements of, 150–151
Sustainable development, 196
Tabula rasa hiring approach, 137
Talent life cycle, 69
Team
composition, 174–175
entrepreneurship, 176–177
The Colour Kitchen (TCK), 126
Thematic analysis, 241
Theory knowledge base, 25
Theory of Change, 6–7, 16–18
Timing, 224
Tony’s Chocolonely (TC), 128
Top management team (TMT), 173
Traditionally profit-oriented enterprises, 120
Triodos Bank, 129
Turkey, women’s cooperatives in, 100–102
Turkish social entrepreneurial organization, 98, 110
Turnover, 185–186
UJC. See Nonprofit social enterprise
Urban poverty, 35
US Department of Agriculture (USDA), 79
Vertical leadership, 183
Vinfen, 59–60
Virtual infrastructure, 39
Vision/mission conflict, 66–67
Vocational Proficiency program of Syrian and Turkish Women (TAMEB), 102, 108
Vulnerability bearers, 78–79
Wenchuan earthquake, 222–223
Wi-Fi, 39
Wilcoxon test, 204
Win-win solution, 88–89
Women, Infants, and Children (WIC), 81–82
Women’s cooperatives, 113
achievement of social goals, 108–110
business model of cooperatives, 106–107
community-based social enterprises, 112–113
data analysis, 105–106
data collection, 104–105
findings, 106–111
implications for future research, 114–115
knowledge acquisition and learning experiences, 107–108
research methodology, 103–106
research setting and sample cases, 103–104
scalability, 110–111
social entrepreneurial organization, 111–112
social innovation in SEO, 99–100
social innovation outcomes and scalability, 102
theoretical background, 99–102
in Turkey, 100–102
Turkish social entrepreneurial organization, 110
Women’s empowerment, 98
World Economic Forum, 195
World Trade Center attack, 221
Youth microfranchising, 176–177
Negotiating conflicts
, 68–69
Network
, 18
development
, 7
New venture team
, 173
Nonconventional financial transactional data
, 77–78
Nongovernmental organizations (NGOs)
, 12–13, 97–98, 120–121
Nonlocal financial capital
, 44
Nonprofit management
data analysis
, 61–62
data collection
, 60–61
dominant commercial logic at SSEs
, 71
findings
, 62–69
future research directions
, 73–74
identity conflict
, 64–66
legitimacy conflict
, 67–68, 72
methods
, 57–62
negotiating conflicts
, 68–69
nonprofits, social enterprise, and institutional complexity
, 55–57
operating social entrepreneurial ventures
, 69–70
PNPO–SSE dyads
, 73
research setting
, 58–60
vision/mission conflict
, 66–67
Nonprofit organizations (NPOs)
, 54, 82–83, 112
Nonprofits
, 35
enterprises
, 36–37
social enterprise
, 42, 45–46
Not-for-profit journals
, 152
20 Nuevos Soles project
, 16
Nutrition specific actions
, 80–81
Off-the-shelf solutions
, 36
Open-ended semistructured interviews
, 237–238
Opportunity
, 5–6, 34
Organization studies
, 152
Organizational environments
, 56
Organizational forms, SE and
, 28
Organizational leaders
, 84
forethought, courage, and humility by
, 91
Organizational leadership
, 79
Organizational legitimacy
, 72
Organizational level SE
, 158–159
Organizational scholars
, 83–84
Organizational theories
, 83
Panel of experts
design of questionnaire with, 202
ratings of, 205–207
in social entrepreneurship, 196
Parent nonprofit organization (PNPO), 57–58, 69
Partly state-owned organization, 135–137
Partnership selection, 84
Path dependency, 131
Pattern matching, 62
Pepsi Act, 58–59
Personnel cost, 128
Physical capital, 33–34, 37, 39, 45
Postdisaster entrepreneurial ventures, 227
Poverty, 111–112
in developing countries, 234
Private organizations, 120–121
Process–Output framework, 178
Productivity, 22–23
Profit-oriented organizations, 119–121
Profitability, 196
Property rights, 35
Public health researchers, 80–81
Public policy, 36–37
Public social intrapreneurship, 26
Qualitative case study, 235
analysis, 102
qualitative case study–based approach, 237–238
Rabobank, 129
Rataplan, 128
Reconciling divergent logics spheres, 68–69
Regenerative enterprise, 27
Regional economic development, 34
Rehabilitation Act, 58–59
Research agenda on SETs, 187
Research cycle theme, 7–8
Research methodology, 8
Researchers, 79–80
Resilience, 226
Resource accumulation in social ventures, 37–41
Resource-based view, 197
Sampling strategy, 102
Scalability, 110–111
Scaling
deep, 155–156
down, 155–156
financial capital, 44–45
human capital, 46
illustrative case, 42–47
out, 155–156
physical capital, 45
social capital, 46–47
in social ventures, 37–41
social ventures in distressed communities, 41–47
strategies, 154–157
Scattergun approach, 198
Self-advocacy, 66
Self-determination, 66
Self-evaluation, 23
Self-improvement, 23
Service learning, 28
Service-based social ventures, 39
Shared value, 91
Ship2B Foundation, 16
Skepticism, 234
Skoll Foundation, 195
Social, Environmental and Ethical content (SEE content), 16
Social bricolage, 222
Social businesses, 137
Social capital, 22, 33–35, 37, 40–41, 46–47
Social collaborations, 84
Social enterprise education, 3
Social Enterprise Initiative (SEI), 5
Social Enterprise Knowledge Network (SEKN), 3
entrepreneurial origins, 5–6
evolution, 4, 7
mission, strategy, and Theory of Change, 6–7
Social enterprises, 5, 36–37, 55, 57, 173
Social entrepreneurial business models, 145
Social Entrepreneurial Crowdfunding Campaign 1 (SECC1), 238–240
Social Entrepreneurial Crowdfunding Campaign 2 (SECC2), 240
Social Entrepreneurial Crowdfunding Campaign 3 (SECC3), 240
Social Entrepreneurial Crowdfunding Campaign 4 (SECC4), 240
Social entrepreneurial identity, 184
Social entrepreneurial organization (SEO), 98, 111–112
social innovation in, 99–100
Social entrepreneurial scaling, 41
Social entrepreneurial teams (SETs), 173–174, 179
decision-making and leadership, 183–184
formation, 180–181
gender, 182–183
identity, 184–185
operational definition of, 178–179
research topics, 179–186
reviewing extant literature, 174–178
size and extended team, 181–182
turnover, 185–186
Social entrepreneurs (SEs), 77–78, 87, 91, 145, 197–198, 218, 235–236
challenges of, 157, 159, 171–172
forethought, courage, and humility by organizational leaders, 91
importance of treating clients holistically, 88–89
individual level, 157–158
institutional level, 159
organizational level, 158–159
ratings, 204–205, 208
ratings of panel of, 207–208
solving interlinked social problems through partnerships, 89–91
Social entrepreneurship (SE), 2, 27, 33–34, 54–56, 173, 196, 217–218
as “acts of solidarity” to cope with disaster-induced stress, 227–228
as “acts of solidarity” to increase persistence of authentic cohesion, 224–226
as “acts of solidarity” to meet critical and noncritical needs, 222–224
as “acts of solidarity” to promote community resilience, 226–227
as acts of solidarity, 218
advancing field through international research collaboration, 2–4
assessing performance of knowledge networks, 11–18
background and literature on role, 219–220
benefits and challenges of IRC in knowledge networks, 18–21
comparative analysis of average ratings in two panels, 204–205
comparative analysis of both panels’ ratings, 208–209
corporate and public social intrapreneurship, 26
and crowdfunding, 236–237
design of questionnaire with panel of experts, 202
disasters, social inequalities, and, 221–222
effectiveness determinants of collaborative knowledge networks, 21–24
evolution of SEKN, 4–7
expanding SE context and theory knowledge base, 25
experts’ and social entrepreneurs’ ratings, 204–205, 208
further avenues for future SE research, 24–28
inclusiveness and diversity, 27
initial research cycle, 7–11
interinstitutional and cross-sector collaboration, 26
method, 200–205
mission tension, 27
in modern society, 35–36
obstacles to, 201
and organizational forms, 28
results, 205–209
social innovation, 27
state of SE practice, 25–26
sustainability, and regenerative enterprise, 27
theoretical framework, 198–200
university programs, 26
Social goals, achievement of, 108–110
Social identity theory, 175–176
Social impact, 147–148
challenges of social entrepreneur, 157–159
future directions, 160–163
methodology, 152–154
results, 154–159
SBMs, 148–152
scaling in searched literature, 161
scaling strategies, 154–157
Social inequalities, 221–222
Social innovation, 27, 99
outcomes and scalability, 102
in SEO, 99–100
Social institutional logics, 36–37
Social problems, 77–78
Social return on investment, 146
Social space, 86, 88
Social sustainability, 195
Social value creation, 173
Social ventures, 33–34, 176–177, 234
capitalists, 180–181
framework for scaling, 36–41
scaling and community equity, 48–49
scaling and resource accumulation in social ventures, 37–41
scaling of, 47–48
scaling social ventures in distressed communities, 41–47
social entrepreneurship in modern society, 35–36
theoretical review, 34–36
Social welfare logics, 56
Social workers, 79–80
Social-ecological model, 80–81
Social-oriented enterprises (SEs), 120
Social-oriented organizations, 119
Societal triangle, 120–121
Solidarity, 220
Sovereign debt crisis, 226
Start-up team, 173
State, 120
Strangers, 242–243
Subsidiary social enterprises (SSEs), 55
Supplemental Nutrition Assistance Program (SNAP), 81–82
Supporting partners, 23–24
Sustainability, 27
Sustainable business models (SBMs), 10, 146–148, 152, 195
requirements of, 150–151
Sustainable development, 196
Tabula rasa hiring approach, 137
Talent life cycle, 69
Team
composition, 174–175
entrepreneurship, 176–177
The Colour Kitchen (TCK), 126
Thematic analysis, 241
Theory knowledge base, 25
Theory of Change, 6–7, 16–18
Timing, 224
Tony’s Chocolonely (TC), 128
Top management team (TMT), 173
Traditionally profit-oriented enterprises, 120
Triodos Bank, 129
Turkey, women’s cooperatives in, 100–102
Turkish social entrepreneurial organization, 98, 110
Turnover, 185–186
UJC. See Nonprofit social enterprise
Urban poverty, 35
US Department of Agriculture (USDA), 79
Vertical leadership, 183
Vinfen, 59–60
Virtual infrastructure, 39
Vision/mission conflict, 66–67
Vocational Proficiency program of Syrian and Turkish Women (TAMEB), 102, 108
Vulnerability bearers, 78–79
Wenchuan earthquake, 222–223
Wi-Fi, 39
Wilcoxon test, 204
Win-win solution, 88–89
Women, Infants, and Children (WIC), 81–82
Women’s cooperatives, 113
achievement of social goals, 108–110
business model of cooperatives, 106–107
community-based social enterprises, 112–113
data analysis, 105–106
data collection, 104–105
findings, 106–111
implications for future research, 114–115
knowledge acquisition and learning experiences, 107–108
research methodology, 103–106
research setting and sample cases, 103–104
scalability, 110–111
social entrepreneurial organization, 111–112
social innovation in SEO, 99–100
social innovation outcomes and scalability, 102
theoretical background, 99–102
in Turkey, 100–102
Turkish social entrepreneurial organization, 110
Women’s empowerment, 98
World Economic Forum, 195
World Trade Center attack, 221
Youth microfranchising, 176–177
Panel of experts
design of questionnaire with
, 202
ratings of
, 205–207
in social entrepreneurship
, 196
Parent nonprofit organization (PNPO)
, 57–58, 69
Partly state-owned organization
, 135–137
Partnership selection
, 84
Path dependency
, 131
Pattern matching
, 62
Pepsi Act
, 58–59
Personnel cost
, 128
Physical capital
, 33–34, 37, 39, 45
Postdisaster entrepreneurial ventures
, 227
Poverty
, 111–112
in developing countries
, 234
Private organizations
, 120–121
Process–Output framework
, 178
Productivity
, 22–23
Profit-oriented organizations
, 119–121
Profitability
, 196
Property rights
, 35
Public health researchers
, 80–81
Public policy
, 36–37
Public social intrapreneurship
, 26
Qualitative case study
, 235
analysis
, 102
qualitative case study–based approach
, 237–238
Rabobank, 129
Rataplan, 128
Reconciling divergent logics spheres, 68–69
Regenerative enterprise, 27
Regional economic development, 34
Rehabilitation Act, 58–59
Research agenda on SETs, 187
Research cycle theme, 7–8
Research methodology, 8
Researchers, 79–80
Resilience, 226
Resource accumulation in social ventures, 37–41
Resource-based view, 197
Sampling strategy, 102
Scalability, 110–111
Scaling
deep, 155–156
down, 155–156
financial capital, 44–45
human capital, 46
illustrative case, 42–47
out, 155–156
physical capital, 45
social capital, 46–47
in social ventures, 37–41
social ventures in distressed communities, 41–47
strategies, 154–157
Scattergun approach, 198
Self-advocacy, 66
Self-determination, 66
Self-evaluation, 23
Self-improvement, 23
Service learning, 28
Service-based social ventures, 39
Shared value, 91
Ship2B Foundation, 16
Skepticism, 234
Skoll Foundation, 195
Social, Environmental and Ethical content (SEE content), 16
Social bricolage, 222
Social businesses, 137
Social capital, 22, 33–35, 37, 40–41, 46–47
Social collaborations, 84
Social enterprise education, 3
Social Enterprise Initiative (SEI), 5
Social Enterprise Knowledge Network (SEKN), 3
entrepreneurial origins, 5–6
evolution, 4, 7
mission, strategy, and Theory of Change, 6–7
Social enterprises, 5, 36–37, 55, 57, 173
Social entrepreneurial business models, 145
Social Entrepreneurial Crowdfunding Campaign 1 (SECC1), 238–240
Social Entrepreneurial Crowdfunding Campaign 2 (SECC2), 240
Social Entrepreneurial Crowdfunding Campaign 3 (SECC3), 240
Social Entrepreneurial Crowdfunding Campaign 4 (SECC4), 240
Social entrepreneurial identity, 184
Social entrepreneurial organization (SEO), 98, 111–112
social innovation in, 99–100
Social entrepreneurial scaling, 41
Social entrepreneurial teams (SETs), 173–174, 179
decision-making and leadership, 183–184
formation, 180–181
gender, 182–183
identity, 184–185
operational definition of, 178–179
research topics, 179–186
reviewing extant literature, 174–178
size and extended team, 181–182
turnover, 185–186
Social entrepreneurs (SEs), 77–78, 87, 91, 145, 197–198, 218, 235–236
challenges of, 157, 159, 171–172
forethought, courage, and humility by organizational leaders, 91
importance of treating clients holistically, 88–89
individual level, 157–158
institutional level, 159
organizational level, 158–159
ratings, 204–205, 208
ratings of panel of, 207–208
solving interlinked social problems through partnerships, 89–91
Social entrepreneurship (SE), 2, 27, 33–34, 54–56, 173, 196, 217–218
as “acts of solidarity” to cope with disaster-induced stress, 227–228
as “acts of solidarity” to increase persistence of authentic cohesion, 224–226
as “acts of solidarity” to meet critical and noncritical needs, 222–224
as “acts of solidarity” to promote community resilience, 226–227
as acts of solidarity, 218
advancing field through international research collaboration, 2–4
assessing performance of knowledge networks, 11–18
background and literature on role, 219–220
benefits and challenges of IRC in knowledge networks, 18–21
comparative analysis of average ratings in two panels, 204–205
comparative analysis of both panels’ ratings, 208–209
corporate and public social intrapreneurship, 26
and crowdfunding, 236–237
design of questionnaire with panel of experts, 202
disasters, social inequalities, and, 221–222
effectiveness determinants of collaborative knowledge networks, 21–24
evolution of SEKN, 4–7
expanding SE context and theory knowledge base, 25
experts’ and social entrepreneurs’ ratings, 204–205, 208
further avenues for future SE research, 24–28
inclusiveness and diversity, 27
initial research cycle, 7–11
interinstitutional and cross-sector collaboration, 26
method, 200–205
mission tension, 27
in modern society, 35–36
obstacles to, 201
and organizational forms, 28
results, 205–209
social innovation, 27
state of SE practice, 25–26
sustainability, and regenerative enterprise, 27
theoretical framework, 198–200
university programs, 26
Social goals, achievement of, 108–110
Social identity theory, 175–176
Social impact, 147–148
challenges of social entrepreneur, 157–159
future directions, 160–163
methodology, 152–154
results, 154–159
SBMs, 148–152
scaling in searched literature, 161
scaling strategies, 154–157
Social inequalities, 221–222
Social innovation, 27, 99
outcomes and scalability, 102
in SEO, 99–100
Social institutional logics, 36–37
Social problems, 77–78
Social return on investment, 146
Social space, 86, 88
Social sustainability, 195
Social value creation, 173
Social ventures, 33–34, 176–177, 234
capitalists, 180–181
framework for scaling, 36–41
scaling and community equity, 48–49
scaling and resource accumulation in social ventures, 37–41
scaling of, 47–48
scaling social ventures in distressed communities, 41–47
social entrepreneurship in modern society, 35–36
theoretical review, 34–36
Social welfare logics, 56
Social workers, 79–80
Social-ecological model, 80–81
Social-oriented enterprises (SEs), 120
Social-oriented organizations, 119
Societal triangle, 120–121
Solidarity, 220
Sovereign debt crisis, 226
Start-up team, 173
State, 120
Strangers, 242–243
Subsidiary social enterprises (SSEs), 55
Supplemental Nutrition Assistance Program (SNAP), 81–82
Supporting partners, 23–24
Sustainability, 27
Sustainable business models (SBMs), 10, 146–148, 152, 195
requirements of, 150–151
Sustainable development, 196
Tabula rasa hiring approach, 137
Talent life cycle, 69
Team
composition, 174–175
entrepreneurship, 176–177
The Colour Kitchen (TCK), 126
Thematic analysis, 241
Theory knowledge base, 25
Theory of Change, 6–7, 16–18
Timing, 224
Tony’s Chocolonely (TC), 128
Top management team (TMT), 173
Traditionally profit-oriented enterprises, 120
Triodos Bank, 129
Turkey, women’s cooperatives in, 100–102
Turkish social entrepreneurial organization, 98, 110
Turnover, 185–186
UJC. See Nonprofit social enterprise
Urban poverty, 35
US Department of Agriculture (USDA), 79
Vertical leadership, 183
Vinfen, 59–60
Virtual infrastructure, 39
Vision/mission conflict, 66–67
Vocational Proficiency program of Syrian and Turkish Women (TAMEB), 102, 108
Vulnerability bearers, 78–79
Wenchuan earthquake, 222–223
Wi-Fi, 39
Wilcoxon test, 204
Win-win solution, 88–89
Women, Infants, and Children (WIC), 81–82
Women’s cooperatives, 113
achievement of social goals, 108–110
business model of cooperatives, 106–107
community-based social enterprises, 112–113
data analysis, 105–106
data collection, 104–105
findings, 106–111
implications for future research, 114–115
knowledge acquisition and learning experiences, 107–108
research methodology, 103–106
research setting and sample cases, 103–104
scalability, 110–111
social entrepreneurial organization, 111–112
social innovation in SEO, 99–100
social innovation outcomes and scalability, 102
theoretical background, 99–102
in Turkey, 100–102
Turkish social entrepreneurial organization, 110
Women’s empowerment, 98
World Economic Forum, 195
World Trade Center attack, 221
Youth microfranchising, 176–177
Rabobank
, 129
Rataplan
, 128
Reconciling divergent logics spheres
, 68–69
Regenerative enterprise
, 27
Regional economic development
, 34
Rehabilitation Act
, 58–59
Research agenda on SETs
, 187
Research cycle theme
, 7–8
Research methodology
, 8
Researchers
, 79–80
Resilience
, 226
Resource accumulation in social ventures
, 37–41
Resource-based view
, 197
Sampling strategy
, 102
Scalability
, 110–111
Scaling
deep
, 155–156
down
, 155–156
financial capital
, 44–45
human capital
, 46
illustrative case
, 42–47
out
, 155–156
physical capital
, 45
social capital
, 46–47
in social ventures
, 37–41
social ventures in distressed communities
, 41–47
strategies
, 154–157
Scattergun approach
, 198
Self-advocacy
, 66
Self-determination
, 66
Self-evaluation
, 23
Self-improvement
, 23
Service learning
, 28
Service-based social ventures
, 39
Shared value
, 91
Ship2B Foundation
, 16
Skepticism
, 234
Skoll Foundation
, 195
Social, Environmental and Ethical content (SEE content)
, 16
Social bricolage
, 222
Social businesses
, 137
Social capital
, 22, 33–35, 37, 40–41, 46–47
Social collaborations
, 84
Social enterprise education
, 3
Social Enterprise Initiative (SEI)
, 5
Social Enterprise Knowledge Network (SEKN)
, 3
entrepreneurial origins
, 5–6
evolution
, 4, 7
mission, strategy, and Theory of Change
, 6–7
Social enterprises
, 5, 36–37, 55, 57, 173
Social entrepreneurial business models
, 145
Social Entrepreneurial Crowdfunding Campaign 1 (SECC1)
, 238–240
Social Entrepreneurial Crowdfunding Campaign 2 (SECC2)
, 240
Social Entrepreneurial Crowdfunding Campaign 3 (SECC3)
, 240
Social Entrepreneurial Crowdfunding Campaign 4 (SECC4)
, 240
Social entrepreneurial identity
, 184
Social entrepreneurial organization (SEO)
, 98, 111–112
social innovation in
, 99–100
Social entrepreneurial scaling
, 41
Social entrepreneurial teams (SETs)
, 173–174, 179
decision-making and leadership
, 183–184
formation
, 180–181
gender
, 182–183
identity
, 184–185
operational definition of
, 178–179
research topics
, 179–186
reviewing extant literature
, 174–178
size and extended team
, 181–182
turnover
, 185–186
Social entrepreneurs (SEs)
, 77–78, 87, 91, 145, 197–198, 218, 235–236
challenges of
, 157, 159, 171–172
forethought, courage, and humility by organizational leaders
, 91
importance of treating clients holistically
, 88–89
individual level
, 157–158
institutional level
, 159
organizational level
, 158–159
ratings
, 204–205, 208
ratings of panel of
, 207–208
solving interlinked social problems through partnerships
, 89–91
Social entrepreneurship (SE)
, 2, 27, 33–34, 54–56, 173, 196, 217–218
as “acts of solidarity” to cope with disaster-induced stress
, 227–228
as “acts of solidarity” to increase persistence of authentic cohesion
, 224–226
as “acts of solidarity” to meet critical and noncritical needs
, 222–224
as “acts of solidarity” to promote community resilience
, 226–227
as acts of solidarity
, 218
advancing field through international research collaboration
, 2–4
assessing performance of knowledge networks
, 11–18
background and literature on role
, 219–220
benefits and challenges of IRC in knowledge networks
, 18–21
comparative analysis of average ratings in two panels
, 204–205
comparative analysis of both panels’ ratings
, 208–209
corporate and public social intrapreneurship
, 26
and crowdfunding
, 236–237
design of questionnaire with panel of experts
, 202
disasters, social inequalities, and
, 221–222
effectiveness determinants of collaborative knowledge networks
, 21–24
evolution of SEKN
, 4–7
expanding SE context and theory knowledge base
, 25
experts’ and social entrepreneurs’ ratings
, 204–205, 208
further avenues for future SE research
, 24–28
inclusiveness and diversity
, 27
initial research cycle
, 7–11
interinstitutional and cross-sector collaboration
, 26
method
, 200–205
mission tension
, 27
in modern society
, 35–36
obstacles to
, 201
and organizational forms
, 28
results
, 205–209
social innovation
, 27
state of SE practice
, 25–26
sustainability, and regenerative enterprise
, 27
theoretical framework
, 198–200
university programs
, 26
Social goals, achievement of
, 108–110
Social identity theory
, 175–176
Social impact
, 147–148
challenges of social entrepreneur
, 157–159
future directions
, 160–163
methodology
, 152–154
results
, 154–159
SBMs
, 148–152
scaling in searched literature
, 161
scaling strategies
, 154–157
Social inequalities
, 221–222
Social innovation
, 27, 99
outcomes and scalability
, 102
in SEO
, 99–100
Social institutional logics
, 36–37
Social problems
, 77–78
Social return on investment
, 146
Social space
, 86, 88
Social sustainability
, 195
Social value creation
, 173
Social ventures
, 33–34, 176–177, 234
capitalists
, 180–181
framework for scaling
, 36–41
scaling and community equity
, 48–49
scaling and resource accumulation in social ventures
, 37–41
scaling of
, 47–48
scaling social ventures in distressed communities
, 41–47
social entrepreneurship in modern society
, 35–36
theoretical review
, 34–36
Social welfare logics
, 56
Social workers
, 79–80
Social-ecological model
, 80–81
Social-oriented enterprises (SEs)
, 120
Social-oriented organizations
, 119
Societal triangle
, 120–121
Solidarity
, 220
Sovereign debt crisis
, 226
Start-up team
, 173
State
, 120
Strangers
, 242–243
Subsidiary social enterprises (SSEs)
, 55
Supplemental Nutrition Assistance Program (SNAP)
, 81–82
Supporting partners
, 23–24
Sustainability
, 27
Sustainable business models (SBMs)
, 10, 146–148, 152, 195
requirements of
, 150–151
Sustainable development
, 196
Tabula rasa hiring approach, 137
Talent life cycle, 69
Team
composition, 174–175
entrepreneurship, 176–177
The Colour Kitchen (TCK), 126
Thematic analysis, 241
Theory knowledge base, 25
Theory of Change, 6–7, 16–18
Timing, 224
Tony’s Chocolonely (TC), 128
Top management team (TMT), 173
Traditionally profit-oriented enterprises, 120
Triodos Bank, 129
Turkey, women’s cooperatives in, 100–102
Turkish social entrepreneurial organization, 98, 110
Turnover, 185–186
UJC. See Nonprofit social enterprise
Urban poverty, 35
US Department of Agriculture (USDA), 79
Vertical leadership, 183
Vinfen, 59–60
Virtual infrastructure, 39
Vision/mission conflict, 66–67
Vocational Proficiency program of Syrian and Turkish Women (TAMEB), 102, 108
Vulnerability bearers, 78–79
Wenchuan earthquake, 222–223
Wi-Fi, 39
Wilcoxon test, 204
Win-win solution, 88–89
Women, Infants, and Children (WIC), 81–82
Women’s cooperatives, 113
achievement of social goals, 108–110
business model of cooperatives, 106–107
community-based social enterprises, 112–113
data analysis, 105–106
data collection, 104–105
findings, 106–111
implications for future research, 114–115
knowledge acquisition and learning experiences, 107–108
research methodology, 103–106
research setting and sample cases, 103–104
scalability, 110–111
social entrepreneurial organization, 111–112
social innovation in SEO, 99–100
social innovation outcomes and scalability, 102
theoretical background, 99–102
in Turkey, 100–102
Turkish social entrepreneurial organization, 110
Women’s empowerment, 98
World Economic Forum, 195
World Trade Center attack, 221
Youth microfranchising, 176–177
Tabula rasa hiring approach
, 137
Talent life cycle
, 69
Team
composition
, 174–175
entrepreneurship
, 176–177
The Colour Kitchen (TCK)
, 126
Thematic analysis
, 241
Theory knowledge base
, 25
Theory of Change
, 6–7, 16–18
Timing
, 224
Tony’s Chocolonely (TC)
, 128
Top management team (TMT)
, 173
Traditionally profit-oriented enterprises
, 120
Triodos Bank
, 129
Turkey, women’s cooperatives in
, 100–102
Turkish social entrepreneurial organization
, 98, 110
Turnover
, 185–186
UJC. See Nonprofit social enterprise
Urban poverty
, 35
US Department of Agriculture (USDA)
, 79
Vertical leadership, 183
Vinfen, 59–60
Virtual infrastructure, 39
Vision/mission conflict, 66–67
Vocational Proficiency program of Syrian and Turkish Women (TAMEB), 102, 108
Vulnerability bearers, 78–79
Wenchuan earthquake, 222–223
Wi-Fi, 39
Wilcoxon test, 204
Win-win solution, 88–89
Women, Infants, and Children (WIC), 81–82
Women’s cooperatives, 113
achievement of social goals, 108–110
business model of cooperatives, 106–107
community-based social enterprises, 112–113
data analysis, 105–106
data collection, 104–105
findings, 106–111
implications for future research, 114–115
knowledge acquisition and learning experiences, 107–108
research methodology, 103–106
research setting and sample cases, 103–104
scalability, 110–111
social entrepreneurial organization, 111–112
social innovation in SEO, 99–100
social innovation outcomes and scalability, 102
theoretical background, 99–102
in Turkey, 100–102
Turkish social entrepreneurial organization, 110
Women’s empowerment, 98
World Economic Forum, 195
World Trade Center attack, 221
Youth microfranchising, 176–177
Vertical leadership
, 183
Vinfen
, 59–60
Virtual infrastructure
, 39
Vision/mission conflict
, 66–67
Vocational Proficiency program of Syrian and Turkish Women (TAMEB)
, 102, 108
Vulnerability bearers
, 78–79
Wenchuan earthquake
, 222–223
Wi-Fi
, 39
Wilcoxon test
, 204
Win-win solution
, 88–89
Women, Infants, and Children (WIC)
, 81–82
Women’s cooperatives
, 113
achievement of social goals
, 108–110
business model of cooperatives
, 106–107
community-based social enterprises
, 112–113
data analysis
, 105–106
data collection
, 104–105
findings
, 106–111
implications for future research
, 114–115
knowledge acquisition and learning experiences
, 107–108
research methodology
, 103–106
research setting and sample cases
, 103–104
scalability
, 110–111
social entrepreneurial organization
, 111–112
social innovation in SEO
, 99–100
social innovation outcomes and scalability
, 102
theoretical background
, 99–102
in Turkey
, 100–102
Turkish social entrepreneurial organization
, 110
Women’s empowerment
, 98
World Economic Forum
, 195
World Trade Center attack
, 221
Youth microfranchising, 176–177
Youth microfranchising
, 176–177
- Prelims
- Generating Social Entrepreneurship Knowledge: International Research Collaboration on a Hemispheric Level
- Social Venture Scaling in Distressed Communities
- Social Entrepreneurship and Nonprofit Management: Negotiating Institutional Complexity
- Addressing the Interlinkages of Persistent Social Problems: Food for Change as Social Entrepreneurship
- Community-based Social Enterprises and Social Innovation: The Case of Women's Cooperatives in Turkey
- The Impact of the Hybridization Movement on Organizations and Society
- Scaling Social Impact: What Challenges and Opportunities Await Social Entrepreneurs
- Social Entrepreneurial Teams: A Research Agenda
- Obstacles to Social Entrepreneurship
- Social Entrepreneurship as “Acts of Solidarity” in Disasters
- Helper Networks and Crowdfunding: Mobilizing Social Entrepreneurship
- Index