Social Entrepreneurship and Innovation 1st Edition
BRAND: Sage
Trường ĐH, Nhóm, Thư Viện: Gọi 0915920514 để báo giá eBook hosting trên Vital Source hoặc mua Sách In
Tổng quan sách
Doanh nhân xã hội và đổi mớiCác dự án kinh doanh theo sứ mệnh có sức mạnh thay đổi thế giới và giải quyết các vấn đề xã hội cấp bách nhất hiện nay. Doanh nhân xã hội trang bị cho sinh viên các lý thuyết, mô hình, công cụ và mẫu mà họ cần để tạo ra ý tưởng và hình thành cơ hội thành các doanh nghiệp xã hội có tác động. Tác giả Carole Carlson sử dụng nhiều ví dụ, trường hợp và hồ sơ thực tế khác nhau để minh họa cách các doanh nhân trên khắp thế giới đang thay đổi cộng đồng của họ. Các bài tập cho phép sinh viên thực hành phát triển bộ kỹ năng kinh doanh của mình khi họ tìm hiểu các nguyên tắc cơ bản về cơ cấu, tài chính, tiếp thị và mở rộng quy mô các dự án xã hội. Bất kể mục đích xã hội nào mà học sinh của bạn đam mê, họ sẽ thấy Doanh nhân xã hội là một nguồn lực quan trọng để biến tầm nhìn của họ thành hiện thực.
- PrefaceAcknowledgmentsAbout the Author
- Chapter 1 • Social Entrepreneurship and LeadershipLearning ObjectivesDefining Social EntrepreneurshipThe Promise of Social EntrepreneurshipEntrepreneurial LeadershipCharacteristics of EntrepreneursEntrepreneurial MotivationProfile: Bill Drayton at AshokaHow Social Entrepreneurs Achieve ImpactWhat Do Social Entrepreneurs Actually Do?What the Critics SayThree Types of Social EntrepreneursInnovatorsScalersEcosystem BuildersTransitions Between RolesFinding Your North StarA Few Key QuestionsSelf-Assessment OptionsChapter SummaryKey TermsIn-Class ExercisesExercise 1.1: Defining Your Entrepreneurial PurposeExercise 1.2: Entrepreneurial Leadership Self-AssessmentShort Case: Linda Rottenberg—Supporting High-Impact Entrepreneurs at EndeavorDiscussion Questions
- Chapter 2 • Innovation and Idea GenerationLearning ObjectivesThe Role of Entrepreneurial InsightsChance Favors the Prepared MindInnovation and Social VenturesDivergent and Convergent ThinkingWhere Ideas Come FromElements of CreativityEnhancing CreativityHoning Discovery SkillsProfile: Neal Bermas and STREETS InternationalInnovating for Social ImpactProblem-Focused SolutionsOpportunity-Focused SolutionsFactors Supporting and Constraining InnovationMacro-Level FactorsMicro-Level FactorsUsing Ideation to Unlock CreativityBrainstormingBraindumpingBrainwriting or BrainwalkingOther Ideation ApproachesChapter SummaryKey TermsIn-Class ExercisesExercise 2.1: Using the Double Diamond ModelExercise 2.2: Innovating SolutionsShort Case: Rakib Avi and Innovation at BRACDiscussion Questions
- Chapter 3 • Shaping Social Venture OpportunitiesLearning ObjectivesFrom Idea to OpportunityInitial Market AssessmentValidating Market PotentialThe Importance of Learning From FailureHow Are Business Models Developed?What Is a Business Model?Creating a Business Model CanvasProfile: John Harthorne at MassChallenge—From Concept to LaunchHypothesis-Driven EntrepreneurshipWhy Is a Minimum Viable Product (MVP) Important?Avoiding Cognitive BiasDesign ThinkingChapter SummaryKey TermsIn-Class ExercisesExercise 3.1: Business Model CanvasExercise 3.2: Hypothesis Development and TestingShort Case: Majd Mashharawi at SunBoxDiscussion Questions
- Chapter 4 • Building Social Impact Teams and EcosystemsLearning ObjectivesThe Benefits of Founding in TeamsNavigating Formation ChallengesWasserman’s “Four R’s”Heterogeneous and Homogeneous Founding TeamsAttracting Talent to Social VenturesManaging Social Venture TeamsProfile: Ohad Elhelo—From Soldier to Entrepreneurial Peace BuilderThe Importance of Ecosystems for Social EntrepreneursBoards of Directors and Boards of AdvisorsContracted ProfessionalsPartnersUniversities as IncubatorsChapter SummaryKey TermsIn-Class ExercisesExercise 4.1: Design Your CultureExercise 4.2: Map Your EcosystemShort Case: Cheryl Dorsey at Echoing Green—Supporting Bold IdeasDiscussion Questions
- Chapter 5 • Creating Alignment and Measuring ImpactLearning ObjectivesWhy Measure Outcomes and Impact?The Planning and Learning CycleUsing a Theory of Change or Logic ModelWhy Use Models and Evaluation Tools?Theory of ChangeLogic ModelImpact MeasurementWhy Do We Measure Impact?Different Approaches to MeasurementMeasuring From Multiple PerspectivesWhich Measurement Approach Should Social Entrepreneurs Choose?Profile: Matt Forti—Driving Impact at the One Acre FundImpact Measurement PitfallsMeasuring the Wrong ThingsMeasuring Without Regard to CostMeasuring Without Analyzing or ActingCalculating Social ImpactChapter SummaryKey TermsIn-Class ExerciseExercise 5.1: Create a Logic ModelShort Case: Reinvention and Planning for Impact at HopeWellDiscussion Questions
- Chapter 6 • Legal Structures and Financial Plans for Social VenturesLearning ObjectivesChoosing a Legal StructureA Tale of Three VenturesLegal Forms of Organization in the United StatesLegal Forms of Organization GloballyWhich Form to Choose?Financing DecisionsSources of Financing for Mission-Driven VenturesFunding StrategiesSources of Initial Capital and Expansion FundingSources of Funding for OperationsProfile: Tracy Palandjian at Social FinanceDifferent Ventures, Different StrategiesMatching Mission and Financing StrategyFunding Models for Nonprofit OrganizationsChapter SummaryKey TermsIn-Class ExercisesExercise 6.1: Legal StructureExercise 6.2: Financial ModelShort Case: Prosperity CandleDiscussion Questions
- Chapter 7 • Scaling and ExpansionLearning ObjectivesWhat Do We Mean by Scale?Scaling for Mission-Driven OrganizationsScaling and Organizational EvolutionDeciding to ScaleInitial Questions to AskReasons to ScaleDisadvantages of ScalingScaling ModelsMeeting Untapped Demand by Expanding LocallyExpanding via Owned Branches or SubsidiariesExpansion via Franchising or Affiliate StructuresLicensingScaling via Mergers or AcquisitionsScaling Impact via Knowledge Dissemination and Network CreationScaling via IntrapreneurshipProfile: Louise Langheier: Driving Impact Through Scale at Peer Health ExchangeIssues to NavigateAssessing ReadinessThe Importance of FidelityHow a Social Venture’s Financing Model Affects GrowthThinking Long TermChapter SummaryKey TermsIn-Class ExercisesExercise 7.1: Scaling PlanExercise 7.2: What’s Your End Game?Short Case: GreenLight Fund—Scaling for Social ImpactDiscussion Questions
- Chapter 8 • Entrepreneurial Operations and MarketingLearning ObjectivesConnecting Strategic Thinking and Entrepreneurial ExecutionEntrepreneurial OperationsA Short History of Operations ManagementNew Approaches: Lean and AgileDesigning for Entrepreneurial OperationsLean Design in Action: Ekal VidyalayaThe Role of ExperimentationLeveraging External ResourcesManagement and CultureEntrepreneurial Marketing for Social VenturesMarketing BasicsWhat Is Different for Entrepreneurial Organizations?What Is Different for Social Ventures?Refining Your Marketing StrategyProfile: Catherine T. Morris at BAMS Fest: Using Arts and Culture to Catalyze Social ChangeDigital and Social Media Marketing for Social VenturesChapter SummaryKey TermsIn-Class ExerciseExercise 8.1: Marketing and Operations PlanShort Case: Brenna Schneider and 99Degrees—Operations Under FireDiscussion Questions
- Chapter 9 • Business Plans and Pitches for Social VenturesLearning ObjectivesCreating Business PlansWhat Are the Benefits of Creating a Business Plan?What Are The Drawbacks of Creating a Plan?What’s in a Business Plan?Section ContentSocial Venture PitchesThe Value of Effective PitchesThe Science of First ImpressionsTell a Great StoryElevator Pitch BasicsPitching With SlidesThe Pitch ProcessTips for Presenting VirtuallyProfile: Rutopia—Creating the Perfect PitchProtecting Intellectual PropertyTypes of Intellectual Property ProtectionWorking With University Technology Transfer Offices and Other University ResourcesChapter SummaryKey TermsIn-Class ExercisesExercise 9.1: Pitch PracticeExercise 9.2: Advanced Pitch ChallengesShort Case: Shruti Sehra and Amina Fahmy at New Profit—Selecting High-Impact EntrepreneursDiscussion Questions
- Chapter 10 • Social Entrepreneurship in a Global ContextLearning ObjectivesThe Economic Impact of EntrepreneurshipGlobal Entrepreneurial ImpactEntrepreneurship in Emerging and Developing EconomiesThe Importance of Institutional and Cultural ContextEntrepreneurial MotivationThe Promise of Global Social EntrepreneurshipEntrepreneurship and the UN Sustainable Development GoalsFactors Supporting the Growth of Global Social EntrepreneurshipConstraints to Global Social EntrepreneurshipResources Supporting Mission-Driven VenturesCharacteristics of Global Social EntrepreneursProfile: Michael Sly at Wilding and Co.—Leveraging a Global Market to Meet Local GoalsDifferent Types of Mission-Driven VenturesLocal Ventures Serving Local NeedsLocal Ventures With a Global MarketRegional VenturesGlobal VenturesChapter SummaryKey TermsIn-Class ExerciseExercise 10.1: Entrepreneurship and the Sustainable Development GoalsShort Case: Tanya Accone at UNICEF—Promoting Intrapreneurship and Global Innovation at ScaleDiscussion QuestionsCase 1 • Genesis: Seeding a Social EnterprisePersonal BackgroundGenetics and Closed CommunitiesAccelerating the IdeaThe Business Plan and the Return to Israel and PalestineMoving Forward—and a New ChallengeDiscussion QuestionsCase 2 • Sanergy: Using Social Entrepreneurship to Solve Emerging Market ProblemsNew Year, New ChallengesA Sanitation Crisis in the Developing WorldSanergy’s First Location in Nairobi, KenyaSanitation in the Nairobi SlumsSanergy OperationsMeasuring ImpactCompetitionScaling SanergyExpanding to New MarketsAuerbach’s ResolutionsDiscussion QuestionsCase 3 • WorkAround: Starting a New Global VentureThe Genesis of WorkAroundThe Global Refugee CrisisThe WorkAround SolutionEarly SuccessesIncubating the VentureThe Challenge at MassChallengeThe Big EventWhat Happened Next?Discussion QuestionsAppendix 1: WorkAround Team BiosAppendix 2: Worker DemographicsAppendix 3: WorkAround Business Model CanvasAppendix 4: WorkAround Pitch DeckAppendix 5: MassChallenge Selected Judge Feedback (Anonymized)Index
.svg)