Understanding Social Entrepreneurship Based on Self-Evaluations of Organizational Leaders – Insights from an International Survey

Abstract

In this article, we measure dimensions of social entrepreneurship (organizational orientation, innovation, and entrepreneurial outcome) using the semantic differential technique. A sizable sample (N = 547) of organizational leaders from the regions of West Africa, East Africa, Scandinavia, and some countries from transitional areas rated a variety of statements regarding their organizations. As a result of a cluster analysis, we propose an explicit characterization: Social entrepreneurship organizations are those which offer social solutions (referred to as social orientation) that are marketable (referred to as market orientation). These organizations approach social problems using revolutionary innovation, which provides a meaningful and higher level of satisfaction for the participants in the system (referred to as creation of a new system). Finally, we discuss and contrast this characterization with the two other organizational forms emerging from a cluster analysis (social service providers and innovation promoters) as well as associated practices in the literature (e.g., corporate social responsibility and corporate philanthropy).

Keywords:

• social entrepreneurship
• nonprofits
• innovation

Acknowledgments

We would like to thank Richard Gorvett from Reach from Change for his important input into this research.

Disclosure statement

No potential conflict of interest was reported by the authors.