Tuesday, April 03, 2018

social enterprise, Social Purpose Business Models

Definition:  A social enterprise is a business with primarily social objectives whose surpluses are principally reinvested for that purpose in the business or in the community, rather than being driven by the need to maximise profit for shareholders and owners.

appear around 1990 (US and Western Europe)

literature has developed since the mid-90's
  • United States: around business schools and pro-active foundations' strategies to support social change
  • Western Europe: in relation to new developments within the "third sector" or the "social economy" (voluntary organizations, cooperatives, etc.)
  • Conception of the social enterprise deeply rooted in the social economy

The social enterprise can be identified on the basis of 4 economic criteria and 5 social criteria
The nine criteria are not conditions to be strictly met to deserve the label of social enterprise
They rather define an ideal-type (abstract construction) that enables to position oneself within the galaxy of social enterprises A methodological tool rather than a normative framework

4 economic criteria: A high degree of autonomy, A continuous activity producing goods and/or services, A significant level of economic risk, A minimum amount of paid work

5 social criteria: An explicit aim to benefit the community, A decision-making power not based on capital ownership, A participatory nature, which involves the persons affected by the activity, limited profit distribution

1.Defintion, criteria (economic and social)
2.History and development (USA, Europe)

3.Social entrepreneurship vs. social enterprise

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Cooney, K. (2011). An Exploratory Study of Social Purpose Business Models in the United States. Nonprofit and Voluntary Sector Quarterly, 40(1), 185-196.

Enterprise Schemes for Nonprofit Survival, Growth, and Effectiveness
John M. Bryson Michael J. Gibbons Gary Shaye
Nonprofit Management and Leadership

BRAC: Anatomy of a “poverty enterprise”
Manzurul Mannan
Nonprofit Management and Leadership

Pathways to sector selection: A conceptual framework for social enterprises
Angela E. Addae
Nonprofit Management and Leadership

An Italian pattern of social enterprise: The social cooperative
Alessandra Mancino Antonio Thomas
Nonprofit Management and Leadership

Leading a Large‐Scale Distributed Social Enterprise
Jim Gibbons James K. Hazy
Nonprofit Management and Leadership

Measuring Social Enterprise Value Creation
Laurie Mook  Andrea Chan Dan Kershaw
Nonprofit Management and Leadership

Pathways to sector selection: A conceptual framework for social enterprises
Angela E. Addae
Nonprofit Management and Leadership

Social Entrepreneurship in Communities
Kathryn L. Heinze, Jane Banaszak-Holl and Kathy Babiak
Nonprofit Management & Leadership:

The Discerning Consumer: Is Nonprofit Status a Factor?
Femida Handy Stephanie Seto Amanda Wakaruk Brianna Mersey Ana Mejia Laura Copeland
Nonprofit and Voluntary Sector Quarterly, vol. 39, 5: pp. 866-883.

Book Review: The Study of the Nonprofit Enterprise: Theories and Approaches
Alison Louie
Nonprofit and Voluntary Sector Quarterly, vol. 34, 3: pp. 421-424

Book Review: Effective Management of Social Enterprises: Lessons From Business and Civil Society Organizations in Iberoamerica, edited by James E. Austin, Roberto Gutierrez, Enrique Ogliastri, and Ezequiel Reficco. Cambridge, MA: Harvard University

Entrepreneurial Orientation and Social Venture Creation in Nonprofit Organizations
The Pivotal Role of Social Risk Taking and Collaboration
Kathrin Lurtz1, Karin Kreutzer1
Nonprofit and Voluntary Sector Quarterly, vol. 46, 1: pp. 92-115.

Book Review: Managing and Measuring Social Enterprises
Roland J. Kushner
Nonprofit and Voluntary Sector Quarterly, vol. 35, 1: pp. 144-147.

Book Review: Social Purpose Enterprises: Case Studies for Social Change by J. Quarter, S. Ryan and A. Chan (Eds.)
Tobias Bürger
Nonprofit and Voluntary Sector Quarterly, vol. 45, 1: pp. 208-210

Enterprise in Religious-Based Organizations
Priscilla A. La Barbera
Nonprofit and Voluntary Sector Quarterly, vol. 21, 1: pp. 51-67.

Measuring Value Creation in Social Enterprises
A Cluster Analysis of Social Impact Assessment Models
Cecilia Grieco1, Laura Michelini1, Gennaro Iasevoli1
Nonprofit and Voluntary Sector Quarterly, vol. 44, 6: pp. 1173-1193.

Decision-Making in Social Enterprises
Exploring the Link Between Employee Participation and Organizational Commitment
Marc Ohana1, Maryline Meyer2, Sophie Swaton3
Nonprofit and Voluntary Sector Quarterly, vol. 42, 6: pp. 1092-1110.

Social Enterprise: At the Crossroads of Market, Public Policies and Civil Society, edited by Marthe Nyssens. London and New York: Routledge, 2006. 335 pp., $46.95
Janelle A. Kerlin
Nonprofit and Voluntary Sector Quarterly, vol. 36, 4: pp. 747-750.

Book Review: Civil Society, the Third Sector, and Social Enterprise: Governance and Democracy by J. L. Laville, D. R. Young, & P. Eynaud (Eds.)
Elizabeth A. M. Searing
Nonprofit and Voluntary Sector Quarterly, vol. 46, 1: pp. 231-233.

Strategic Orientation and Social Enterprise Performance
Gordon Liu1, Sachiko Takeda1, Wai-Wai Ko2
Nonprofit and Voluntary Sector Quarterly, vol. 43, 3: pp. 480-501.

A Stewardship Cost Perspective on the Governance of Delegation Relationships
The Case of Social Franchising
Anna Krzeminska1, Anica Zeyen2
Nonprofit and Voluntary Sector Quarterly, vol. 46, 1: pp. 71-91.

An Exploratory Study of Social Purpose Business Models in the United States
Kate Cooney
Nonprofit and Voluntary Sector Quarterly, vol. 40, 1: pp. 185-196. ,

Social Investing: What Matters From the Perspective of Social Enterprises?
Judith Mayer1, Barbara Scheck2
Nonprofit and Voluntary Sector Quarterly,

Do Social Enterprises Discriminate Less Than For-Profit Organizations? The Influence of Sector and Diversity Policies on Managers’ Prejudice Toward Immigrants
Olivier Brolis1, Marie Courtois12, Ginette Herman1, Marthe Nyssens1
Nonprofit and Voluntary Sector Quarterl

Measuring Performance in Social Enterprises
Luca Bagnoli Cecilia Megali
Nonprofit and Voluntary Sector Quarterly, vol. 40, 1: pp. 149-165

Emerging Structures for Social Enterprises Within Nonprofits: An Institutional Logics Perspective
Tricia Fitzgerald1, Deborah Shepherd1
Nonprofit and Voluntary Sector Quarterly

Tip of the Iceberg
The Nonprofit Underpinnings of For-Profit Social Enterprise
Curtis Child1
Nonprofit and Voluntary Sector Quarterly, vol. 45, 2: pp. 217-237

Tri-Value Organization as a Form of Social Enterprise
The Case of Seattle’s FareStart
Joaquín Herranz, Jr.1, Logan R. Council1, Brenna McKay1
Nonprofit and Voluntary Sector Quarterly, vol. 40, 5: pp. 829-849.

Supported Social Enterprise
A Modified Social Welfare Organization
Andrea Chan1, Sherida Ryan1, Jack Quarter1
Nonprofit and Voluntary Sector Quarterly, vol. 46, 2: pp. 261-279.

Defining Social Enterprise Across Different Contexts
A Conceptual Framework Based on Institutional Factors
Janelle A. Kerlin1
Nonprofit and Voluntary Sector Quarterly, vol. 42, 1: pp. 84-108.


The legitimacy of social enterprise
Raymond Dart
Nonprofit Management and Leadership

Strategic Orientation and Social Enterprise Performance
Gordon Liu1, Sachiko Takeda1, Wai-Wai Ko2
Nonprofit and Voluntary Sector Quarterly, vol. 43, 3: pp. 480-501.

Emerging Structures for Social Enterprises Within Nonprofits: An Institutional Logics Perspective
Tricia Fitzgerald1, Deborah Shepherd1
Nonprofit and Voluntary Sector Quarterly,

Do Social Enterprises Discriminate Less Than For-Profit Organizations? The Influence of Sector and Diversity Policies on Managers’ Prejudice Toward Immigrants
Olivier Brolis1, Marie Courtois12, Ginette Herman1, Marthe Nyssens1
Nonprofit and Voluntary Sector Quarterly,

Measuring Value Creation in Social Enterprises
A Cluster Analysis of Social Impact Assessment Models
Cecilia Grieco1, Laura Michelini1, Gennaro Iasevoli1
Nonprofit and Voluntary Sector Quarterly, vol. 44, 6: pp. 1173-1193.

Social Enterprise: At the Crossroads of Market, Public Policies and Civil Society, edited by Marthe Nyssens. London and New York: Routledge, 2006. 335 pp., $46.95
Janelle A. Kerlin
Nonprofit and Voluntary Sector Quarterly, vol. 36, 4: pp. 747-750T

Ri-Value Organization as a Form of Social Enterprise
The Case of Seattle’s FareStart
Joaquín Herranz, Jr.1, Logan R. Council1, Brenna McKay1
Nonprofit and Voluntary Sector Quarterly, vol. 40, 5: pp. 829-849.

Social Investing: What Matters From the Perspective of Social Enterprises?
Judith Mayer1, Barbara Scheck2
Nonprofit and Voluntary Sector Quarterly,

Defining Social Enterprise Across Different Contexts
A Conceptual Framework Based on Institutional Factors
Janelle A. Kerlin1
Nonprofit and Voluntary Sector Quarterly, vol. 42, 1: pp. 84-108.

Tip of the Iceberg
The Nonprofit Underpinnings of For-Profit Social Enterprise
Curtis Child1
Nonprofit and Voluntary Sector Quarterly, vol. 45, 2: pp. 217-237

Book Review: Managing and Measuring Social Enterprises
Roland J. Kushner
Nonprofit and Voluntary Sector Quarterly, vol. 35, 1: pp. 144-147. ,

Borzaga and Defourny  (eds) 2001 The Emergence of Social Enterprise, Routledge

M. Nyssens (ed.) 2006 Social Enterprise. At the Crossroads of Market, Public Policies and Civil Society, Routledge,

Zhou, W. e. a. (2016). Social enterprises and impact investing in China. In M. Moody & B. Breeze (Eds.), The Philanthropy Reader (pp. 387-390). New York: Routledge.

Book Review: The Study of the Nonprofit Enterprise: Theories and Approaches
Alison Louie
Nonprofit and Voluntary Sector Quarterly, vol. 34, 3: pp. 421-424

An Exploratory Study of Social Purpose Business Models in the United States
Kate Cooney
Nonprofit and Voluntary Sector Quarterly, vol. 40, 1: pp. 185-196.

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