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\"The book is written in a style that should be accessible to most readers from different intellectual disciplines, while still retaining a high intellectual rigor. It discusses areas not covered by similar books and provides a novel interpretation of developments in the past 50 years\"-- Provided by publisher.

The quest for a widely accepted definition of social enterprise (SE) has been a central issue in the last two decades. However, it only seems feasible today to identify a few criteria that were most debated: the specific role of individual social entrepreneurs, the place of social innovation, the search for market income and the issue of governance. The arena of conceptualization efforts should now be fed with more contributions starting from bottom-up approaches built upon a hypothesis that could be termed \"the impossibility of a unified definition\". In this paper, we develop a theoretical framework combining principles of interest (mutual, general and capital interest) and resource mixes to identify institutional trajectories generating four major SE models. We then show that all four SE models may address the actual diversity of SE's social missions. Finally, we suggest that such social missions may be enhanced differently depending on the respective governance mechanisms. La quête d'une définition largement acceptée de la notion d'entreprise sociale constitue, depuis deux décennies, un enjeu central. Cependant, tout ce qu'il semble possible de faire à l'heure actuelle est d'identifier les quelques critères qui ont fait l'objet du plus grand nombre de travaux et de débats : le rôle spécifique des entrepreneurs sociaux individuels, la place de l'innovation sociale, la quête de ressources marchandes et la question de la gouvernance. Le champ des efforts de conceptualisation doit maintenant être alimenté par davantage de contributions s'appuyant sur des approches « bottom-up », construites sur la base d'une hypothèse que l'on pourrait désigner comme « l'impossibilité d'une définition unifiée ». Dans le présent article, nous élaborons un cadre théorique combinant différents principes d'intérêts (mutuel, général et capitaliste) et différentes combinaisons de ressources pour identifier des trajectoires institutionnelles générant quatre principaux modèles d'entreprise sociale. Nous montrons ensuite que ces quatre modèles peuvent couvrir la diversité effective des missions sociales desdites entreprises. Nous suggérons enfin que ces missions sociales pourraient être plus ou moins renforcées en fonction des mécanismes de gouvernance adoptés par les entreprises sociales. Die Suche nach einer weitgehend akzeptierten Definition von Sozialunternehmen ist ein zentrales Thema. Es erscheint heute nur angebracht, einige der am häufigsten diskutierten Kriterien zu identifizieren: die spezifische Rolle einzelner Sozialunternehmer, den Ort der sozialen Innovation, das Streben nach Markteinnahmen und das Problem der Steuerung. Die Bemühungen zur Konzeptualisierung sollten nun mit weiteren Beiträgen ergänzt werden, ausgehend von Bottom-up-Ansätzen, die auf einer Hypothese beruhen, welche als ,,die Unmöglichkeit einer einheitlichen Definition \"bezeichnet werden könnte. In diesem Beitrag entwickeln wir ein theoretisches Rahmenwerk, das die Grundsätze des Interesse (beiderseitiges, allgemeines und kapitales Interesse) und Ressourcenmixe miteinander verknüpft, um die institutionellen Entwicklungen zu identifizieren, aus denen vier wesentliche Modelle des Sozialunternehmens hervorgehen. Anschließend zeigen wir, dass alle vier Modelle auf die tatsächliche Diversität der sozialen Missionen der Sozialunternehmen eingehen können. Letztendlich schlagen wir vor, dass diese sozialen Missionen abhängig von den entsprechenden Steuerungsmechanismen unterschiedlich ausgeweitet werden können. La búsqueda de una definición ampliamente aceptada de la empresa social ha sido una cuestión centrai. Sólo parece factible en la actualidad identificar algunos criterios que fueron muy debatidos: el papel específico de los emprendedores sociales individuales; el lugar de la innovación social, la busqueda de ingresos de mercado y la cuestión de la gobernanza. El campo de los esfuerzos de conceptualización debe ser alimentado ahora con mas contribuciones comenzando con enfoques de abajo-arriba basados en una hipótesis que podria ser califìcada corno \"la imposibilidad de una definición unificada\". En el presente documento, desarrollamos un marco teorico que combina los principios de interés (interés mutuo, generai y del capital) y las mezclas de recursos para identificar trayectorias institucionales que generan cuatro modelos de empresa social (SE, por sus siglas en inglés) principales. Después mostramos que los cuatro modelos de SE pueden abordar la diversidad real de las misiones sociales de la SE. Finalmente, sugerimos que dichas misiones sociales pueden ser mejoradas de manera diferente dependiendo de los mecanismos de gobernanza respectivos.

Current studies on how a sustainability leadership theory can influence the practice of SMEs, such as a context of community-based social enterprises, is still lacking, with scanty research to date. These small enterprises in the bottom of the pyramid settings are indeed the important socio-economic backbone of many nations around the world. The COVID-19 pandemic crisis has significantly hit all sectors and has adversely impacted them. Our study aims to broaden the limited scholarly knowledge and advance the developing SL theory in this realm. Hence, our critical research inquiries address: (1) What are the essential sustainable leadership practices and sustainability competencies for sustainability and resilience in a CBSE context? (2) How can a CBSE business apply the theoretical frameworks in practice to survive and thrive for sustainable futures, especially during the COVID-19 era? This study employs an integrative theoretical examination of sustainable leadership frameworks and sustainability leadership competencies to investigate the sustainable business practices in the SME sector, particularly in a community-based social enterprise context. Our business case centers on a green, social enterprise, which is an award-winner of Best Responsible Tourism and is located in a small coastal fishing village of Thailand. Using a case study research method, the multi-data collection methods include in-depth interviews and focus groups with multiple stakeholders. Evidence was found to comply with six-category sustainable leadership practices and five essential sustainability leadership competencies to varying degrees. The findings suggest that sustainable leaders and entrepreneurs should develop and integrate the value-based practices and competencies (i.e., strategic, systems thinking, interpersonal, anticipatory, ethical competencies) in business. The critical sustainable practices include enabling human capital with care for stakeholders, fostering ethical values and norms via altruism, cultivating social capital through social innovation, and supporting pro-environmental behavior and social responsibility to achieve inclusive growth, sustainability and resilience. The research results advance the theoretical development of the interconnected fields of sustainability leadership and sustainable entrepreneurship. An alternative sustainable business model for sustainability and resilience is also proposed. Overall, the insightful findings can provide practical advice and beneficial policy implications for sustainable futures.

\"The news is full of their names, supposedly the vanguard of a rethinking of capitalism. Lyft, Airbnb, Taskrabbit, Uber, and many more companies have a mandate of disruption and upending the \"old order\"--and they've succeeded in effecting the \"biggest change in the American workforce in over a century,\" according to former Secretary of Labor Robert Reich. But this new wave of technology companies is funded and steered by very old-school venture capitalists. And in What's Yours Is Mine, technologist Tom Slee argues the so-called sharing economy damages development, extends harsh free-market practices into previously protected areas of our lives, and presents the opportunity for a few people to make fortunes by damaging communities and pushing vulnerable individuals to take on unsustainable risk. Drawing on original empirical research, Slee shows that the friendly language of sharing, trust, and community masks a darker reality.\"--Amazon.com.

Social media has changed the way many team members “meet” for the first time. Due to the increased use of virtual environments, it is now common for team members to examine each other’s profile on a firm’s enterprise social networking site (ESNS) in lieu of an initial face-to-face meeting. This study examines how the information provided in an ESNS impacts impression formation at the initial formation of a virtual team, specifically perceptions of social capital (i.e., relational, structural, and cognitive). To examine social capital perceptions, the elaboration likelihood model (ELM) is utilized to understand how not only information impacts these perceptions but the way in which the user processes information to form the perceptions. Toulmin’s model of argumentation is used in conjunction with ELM to understand the strength of the argument presented. Results suggest that users evaluate ESNS information differently depending on the type of processing (heuristic or systematic) and that these social capital perceptions influence preferences for different team members.

\"At the intersection of social enterprise and micro finance literatures, this book reviews a variety of social franchising formats across a number of developing countries. Social franchising represents a third generation form of franchising development, after trade-name and business-format franchising. Opportunities and threats for social franchising forms are examined, including specifically social franchising, micro franchising. Detailed cases of Access Afya, World Vision and Sari Organic cover healthcare, agriculture and retailing sectors. Social franchising has the potential to change the way we live by scaling the social benefits of enterprises through standardization and replication, and by providing an impetus for economic renewal at the bottom of the pyramid. \"-- Provided by publisher.

The complexity of issues firms have to attend to make it impossible for CEOs to give their full attention to all issues concurrently. Drawing on the \"attention-based view\" of the firm, this paper opens the black box of attention allocation infor-profit social enterprises by showing how attention structures and the context in which the firm operates interplay. Utilizing empirical data on 148 for-profit social enterprises, findings show that the attention structures—other-regarding values, utilitarian identity, and resource availability—have a significant impact on the relative attention to social goals, while past firm performance as a context variable moderates these relations. Applying the principles of structural and situated attention, this paper makes an important contribution to management theory and attention allocation infor-profit social enterprises.

\"This forcefully argued book offers a provocative picture of the political, intellectual, and economic forces that have shaped the history of the United States from its founding to the present day. Offering an extensive and in-depth critique of laissez-faire doctrine and a novel reformulation of the work of American System writers such as Daniel Raymond, Henry Carey, and Thorstein Veblen, author Donald Gibson traces America's rise to global supremacy. He examines how free-market ideology and the \"establishment\" networks exemplified by Wall Street and the Council for Foreign Relations combined to lead us to the political and economic crises that America faces at the dawn of the twenty-first century\"--Provided by publisher.

Abstract We empirically examine social innovation and openness through a survey of social enterprise hybrids in the United Kingdom (UK). Social innovation refers to new products, processes, and services that respond to grand challenges. Social enterprises pursue economic, social, and environmental goals but vary in their goal orientation, namely the relative importance ascribed to such goals. We first explore the relationships between commercial, social, and environmental goal orientation and social innovation performance. Next, we consider the moderating impact of openness to external knowledge and ideas on social innovation performance. Our analysis finds positive and significant relationships between commercial and social goal orientation and social innovation performance, but no relationship with environmental goal orientation. In addition, the use of external sources of knowledge and ideas positively strengthens these relationships for both commercial and social goal orientation but not for environmental goal orientation. Our results reveal some important influences on social innovation, openness, and hybrid organizing.Plain English SummaryHeadline: The more social enterprises focus on both commercial and social goals, the more successful they are in improving their social innovation performance.Social innovation refers to new products, processes, and services that respond to a range of social challenges such as poverty, inequality, homelessness, health, and environmental issues.Our study suggests that the more social enterprises focus on both commercial and social goals, the higher their social innovation performance. In addition, the more open innovation-oriented social enterprises are, that is, the more they use external sources of knowledge and ideas, the more they can benefit from their commercial and social goals to improve their social innovation performance.Implications of our research for practice: social enterprises are encouraged not only to focus on both commercial and social goals but also to build relationships with external stakeholders. These external stakeholders can provide information on entrepreneurial opportunities, how to respond to problems and market and government failures, and how to remain successful while collaborating with a range of partners.