The social return that can be gained from the Al Radda program investment
The Al Radda program focuses on improving the welfare of prisoners and former prisoners by equipping them with valuable skills and resources that help them to engage in different economic activities. This program is valuable because it helps former prisoners who have been convicted of various offenses to engage in viable entrepreneurship activities to enable them to earn a living. More importantly, the main social return that is likely to be realized from this investment is a reduction in crime rates across the country. Since the program empowers prisoners and former convicts to engage in various economic activities, they will be discouraged from engaging in different types of criminal activities for a material benefit (Hassan 2). Therefore, the success of this program should be measured by studying and analyzing crime patterns across the country to find out if they are linked to economic problems.
Social entrepreneurship as manifested in the Khalifa funds programs vs. commercial entrepreneurship
Social entrepreneurship is similar to commercial entrepreneurship because it allows people to utilize their skills to make positive social and economic contributions to their societies. Also, both forms of entrepreneurship focus on solving specific social and economic problems that hinder people from achieving their development targets. The main difference between the two is that social entrepreneurship empowers disadvantaged people by equipping them with skills and resources to help them overcome different problems they are facing (Hassan 2). As a result, this helps such people to engage in social and economic activities in their communities to help them become financially independent. On the other hand, commercial entrepreneurship occurs when a person invests capital into a particular venture to gain positive returns from his efforts in the long run.
Works Cited
Hassan, Kamal. “Beyond Capital: How Khalifa Fund Enables Economic and Social Change through Entrepreneurship.” Innovation 360 2010: 1-4. Print.
Establishing a business is connected with risks, especially when it is a new enterprise in culture, ecology, the social sphere, and other branches, open to modern trends. If economic ventures are connected with innovations, the enterprise belongs to social entrepreneurship. The problem of the development of this economy branch is burning nowadays because it may help apply innovative methods in various fields and assist economic transformation.
Components of Social Entrepreneurship
The key part of this kind of enterprise, according to Kickul and Lyons (2016), is the targets. The main aim of social entrepreneurship is not gaining profit but solving socially important problems, which, due to political, economic, or ideological reasons, cannot be coped with by the government. Kickul and Lyons (2016) point out that other necessary components of this business are innovation and change. Entrepreneurs suggest a solution to a problem, for example, stopping deforestation, and use the capital at their disposal to put the ideas into practice.
Middle East: Examples of Social Entrepreneurship
It is worth considering how social entrepreneurial ventures function in the countries of the Middle East because, for the region, this sector is relatively new. According to Jamali and Lanteri (2016), the Ana Masry foundation, Egypt, set a target of educating the nation about Egyptian history. For this purpose, the organization prints books and holds cultural events around the country. Another vivid example of successful entrepreneurship is the Lebanese association called Alfanar, which has been implementing educational programs and organizing philanthropic events. One more instance is Craft Draft Business in Fez, whose main goal is to popularize and promote Moroccan national culture. All these associations can be called social as they concentrate on solving social problems.
Social Entrepreneurship and Saudi Vision 2030
According to Nurunnabi (2017), one of the main objectives of Saudi Vision 2030 is to give impetus to the field of public service. In this respect, Saudi social enterprises can contribute to Vision 2030 in the following way. Firstly, they may hold cultural events with national colorings, like concerts, festivals, competitions, etc., which will attract tourists from all over the world and bring income to the country’s budget. Secondly, social enterprises may solve problems, connected with health care. They may operate non-commercial funds for developing cancer treatment, for instance. Thirdly, they can contribute to education development by holding various courses, especially in the fields where Saudi Arabia lacks specialists.
Women and Social Ventures in Middle-Eastern Countries
Jamali and Lanteri (2016) give plenty of examples of women from the Middle East who show that to take a leading role in starting and managing social ventures, one needs to develop initiative, courage, and creativity. Further on, one needs to be open to new ideas and exchange experience with colleagues not only from the Middle East but, also, from western countries. Finally, to be a social entrepreneur, a woman should be interested in a social issue and have ideas about how to solve it. For this purpose, it is desirable that she has a degree in business or management.
Conclusion
One can conclude that social entrepreneurial ventures are of huge importance. It is especially true for such countries as Saudi Arabia, which need to modernize their national economies in accord with the demands of the century. Social enterprises can contribute to Saudi Vision 2030 in such spheres as tourism, education, and health. Finally, it is possible for women to be leaders of social entrepreneurship in the Middle East. For this, they need to be interested in a social issue, educated, ambitious, creative, and open-minded.
References
Jamali, D., & Lanteri, A. (Eds.). (2016). Social entrepreneurship in the Middle East (Vol. 1). Hampshire, England: Palgrave Macmillan.
Kickul, J., & Lyons, T.S. (2016). Understanding social entrepreneurship: The relentless pursuit of mission in an ever changing world (2nd ed.). New York, NY: Routledge.
Nurunnabi, M. (2017). Transformation from an oil-based economy to a knowledge-based economy in Saudi Arabia: The direction of Saudi Vision 2030. Journal of the Knowledge Economy, 8(2), 536-564.
Social entrepreneurship is a business that seeks to go beyond being income-driven to also becoming socially relevant through addressing societal problems. They either provide services or produce goods according to their social objectives, like TOMS Shoes in the case study (Neck, 2017). It operated a “Buy One Give One” model that allows donating a pair of shoes to impoverished countries for every bought pair of shoes (Neck, 2017). This approach has its undoubted advantages and disadvantages as a business and social strategy that are essential to recognize to make responsible business decisions. I believe that the produced positive and negative effects should be taken into account, with entrepreneurs being held responsible for their impact on society. Such a point of view allows social entrepreneurs to take more active control of the problem, especially if the effect of entrepreneurs trying to solve the problem is more detrimental than its absence.
From first sight, every attempt to produce a change in the world for good is an exemplary move from the business owners. It allows entrepreneurs to impact society and attract attention to the campaign and the brand itself (Neck, 2017). Everyone seems to win – the entrepreneur gets additional money and attention from the social campaign supporters, and the poor populations get free products. However, the problem lies deeper when the result of the attempts to solve the problem only increases it. In the conditions of lack of money, free supplies can help as a temporary solution, but not as an answer to the root-cause problem. The growing expectancy of free production and forming the attitude of dependence only deepen the vicious circle of poverty, which entrepreneurs should be responsible for. The attempts to solve the problem should calculate the risks and measure the effects to carefully implement the campaign to actually show care for societal problems.
Reference
Neck, H. M., Neck, C. P., & Murray, E. L. (2017). In Entrepreneurship: The practice and mindset. Thousand Oaks, CA: SAGE Publications Ltd.
Entrepreneurship is a fairly broad field, including several unique skills that are the same for each application, but the specifics of the profession differ from area to area. In addition, in the context of the rapid growth of technology and lifestyle changes, entrepreneurship is also dynamically changing depending on the emerging opportunities and threats. This paper analyzes the activities of the social entrepreneur Salmon Khan and his Khan Academy project, which contains many educational videos presented positively and used throughout the world for educational purposes (Khan, 2011). Social entrepreneurship is often associated with the third sector, confirmed by this example of this non-profit organization. As a non-profit organization, Khan Academy is funded through donations and tuition fees.
Khan Academy has been a breakthrough since its foundation as an educational project, open and accessible to everyone, built on advanced technologies. However, now the pace of innovation in education is gaining momentum. What then, in 2007, seemed innovative is now used almost everywhere – video lectures, quizzes, computerization of technologies, and educational mechanisms, finding support in the form of wealthy people such as Bill Gates or Reed Hastings, who gave impetus to new investments. Of course, at the start, the trend was positive. Still, even now, when distance education has become not an opportunity but a necessity due to the pandemic, the demand for such courses has increased several times (Daniel, 2020). Free access, and the fantastic charisma of Salmon Khan, who independently dubs more than 3000 videos, only contribute to the positive dynamics.
Certain factors quite explain the ease of exit and entry into social entrepreneurship. In the age of technology and information, almost everyone can create educational content; another question is that there is more of it every day. At the moment, there is a deepening of these materials, sharpened for specific companies, tasks, societies, and so on. Even non-profit organizations find it more challenging to enter, although, in a sense, the third sector is devoid of certain risks, unlike the first or the second. The way out in this case is easy if the company has existed for a long time and is afloat even in a pandemic.
In my opinion, knowledge in the field of education is entirely dependent on a person’s experience. The entrepreneur must be in the shoes of a student, have experience in private and group classes, and study metatheory in this area. The rapid development of technology naturally affects the education sector; therefore, even humanitarian teachers need to have a basic knowledge of handling technology, be it an interactive whiteboard or a projector.
I hope that an entrepreneur’s leadership qualities and effective communication skills will help me achieve success in this area. At the moment, I am in the learning process, and it is difficult for me, as a student, to assess my knowledge in general since being a teacher is a highly versatile profession. If I lack wisdom, I can gain it by critically evaluating video courses like this, where I can easily see the various techniques that have led to the success of Salmon Khan.
The video course market is currently overflowing with various offers that correspond to widespread demand. However, not all of them are as useful as Khan Academy. Information business marketing often promises more than it can deliver, giving people the wrong impression of learning outcomes. It is impossible to master programming in a month and go into a highly paid IT profession and learn a new language in five lessons. Consumers need honesty, skilled professionals, and flexibility: the ability to schedule classes themselves, ask a teacher a question, or create communication among students. Given the pandemic, it is necessary to consider the remote nature of these tasks, which can be easily solved using today’s technologies.
References
Daniel, J. (2020). Education and the COVID-19 pandemic. Prospects, 49(1), 91-96.
Khan, S. (2011). Salman Khan: Let’s use video to reinvent education. TED Talk. Web.
The study conducted by Halberstadt et al. (2020) aimed to research the influence of social entrepreneurship orientation (SEO) on the social entrepreneurial performance of startups and established firms. The researchers used a sample of 308 industrial firms from Northern Macedonia and Austria to study this relationship. Their findings indicated that all dimensions of SEO, namely, social proactiveness, social risk-taking, social innovativeness, and socialness, positively influence social performance. Halberstadt et al. (2020) also found that there are differences in how SEO affects the social performance of established firms and startups. The study has practical implications for entrepreneurs searching for best practices to improve their social performance and enterprise support communities assisting established firms and startups.
Addressed Gaps in the Literature
The authors discovered that although social entrepreneurship receives much attention in research and practice, SEO remains an under-researched field. Furthermore, the extant literature has not considered the differences between startups and established firms regarding the impact of SEO on performance. Halberstadt et al. (2020) addressed these gaps by conducting a study evaluating the influence of SEO on performance and taking into account the differences in the characteristics of established firms and startups. Additionally, the researchers combined the person-centered and variable-centered approaches to entrepreneurship research, thus addressing the weaknesses of prior studies that used only one of these perspectives.
Ideas and Arguments Found Stimulating
The first stimulating argument is that profitability is not the only goal of social entrepreneurs since they reinvest their profits to achieve their mission instead of dividing profits among shareholders (Halberstadt et al., 2020). This idea is interesting because it reflects the shift in entrepreneurs’ orientation from economic to social benefits and emphasizes the importance of considering various stakeholders’ interests when doing business. Another stimulating argument is that socialness, that is, social value creation, can positively affect the company’s image (Halberstadt et al., 2020). Indeed, socialness serves as a value-added component of the company’s business. If the firm creates social value in addition to making profits, it is more likely to elicit favorable attitudes toward itself from its stakeholders.
Questions and Concerns with the Main Claims
The authors’ main claim is that SEO should get more scholarly attention. One question related to this claim is whether and how SEO influences the firm’s performance. Another question is whether and to which extent both economic and social performance are important for social entrepreneurs. Further, Halberstadt et al. (2020) were interested in how different SEO dimensions (social proactiveness, social risk-taking, social innovativeness, and socialness) influence performance. Finally, the researchers were concerned about the differences in the influence of SEO on performance in startups and established firms. One more question that one can think of concerning the main claim is whether SEO has a different impact on firms in various industries, particularly in service-oriented and profit-oriented industries.
Similarities and Disagreements Reported in The Literature
Halberstadt et al. (2020) reviewed the literature related to the importance of social and economic activities for social entrepreneurs. They found that various scholars agreed on the significance of social entrepreneurial activities, but the importance of economic performance was arguable. Halberstadt et al. (2020) then presented their perspective on this issue, according to which both social and economic performance had significance. This refers to both for-profit and not-for-profit organizations because any firm should generate enough income to be able to deliver social value.
The authors also discussed similarities and disagreements related to the influence of entrepreneurial orientation on performance. During their literature review, Halberstadt et al. (2020) discovered that some scholars found no significant impact of SEO on the performance of for-profit and not-for-profit organizations. In contrast, other researchers identified a positive relationship between entrepreneurial orientation, particularly its dimensions of innovativeness and autonomy, and performance, especially in the public sector (Halberstadt et al., 2020).
Finally, Halberstadt et al. (2020) described the differences between startups and established firms. They stated that established firms had advantages because of their size, allowing for economies of scale. Furthermore, such firms have considerable market experience and demonstrate more effective social innovativeness. In contrast, startups have greater flexibility and connection to their markets due to their small size, which positively influences their social performance. Additionally, in startups, the founders are often involved in management, so their intrinsic motivation can lead to a better accomplishment of social goals. The study conducted by Halberstadt et al. (2020) also indicated that the performance of established firms is influenced by all dimensions of SEO, while that of startups is affected only by social proactiveness and innovativeness.
Future Research Directions
Halberstadt et al. (2020) suggested that future research should contribute to the nascent SEO literature by studying SEO in emerging economy contexts. Further, scholars may conduct longitudinal research to explore SEO from an international perspective. Halberstadt et al. (2020) proposed gradually adding more countries to research to make sure that the findings remained consistent under varied conditions. Finally, future studies can investigate the differences among various industries in terms of SEO impacts.
A Recent Work Missing
Gupta et al. (2020) conducted a systematic literature review of 188 studies in the field of social entrepreneurship (SE) to identify research gaps and suggest future research directions. The literature on SEO revealed that most entrepreneurs balance commercial and social goals in their business activities, but social entrepreneurs prioritize social objectives over economic ones. Gupta et al. (2020) also discovered five dimensions of SEO; in addition to innovativeness, risk-taking, proactiveness, and socialness, as proposed by Halberstadt et al. (2020), Gupta et al. (2020) mentioned effectual orientation. Gupta et al. (2020) found out that, in terms of SEO research, the alignment of economic and social objectives, applied marketing strategies and business models, and entrepreneurial challenges have not received enough scholarly attention.
References
Gupta, P., Chauhan, S., Paul, J., & Jaiswal, M. P. (2020). Social entrepreneurship research: A review and future research agenda. Journal of Business Research, 113, 209-229. Web.
Halberstadt, J., Niemand, T., Kraus, S., Rexhepi, G., Jones, P., & Kailer, N. (2020). Social entrepreneurship orientation: Drivers of success for start-ups and established industrial firms. Industrial Marketing Management. Web.
Within a few months, the world faced multiple obstacles, including a pandemic that triggered a global social and economic crisis. The year 2020 presented significant challenges across the globe, making it one of the toughest periods in recent memory. As communities gradually reopened, it was evident that the economy would differ significantly. Nonetheless, the COVID-19 health crisis presented unique opportunities for data-driven solutions and access to digital skills to fill new job roles (Sungheetha, 2021). DopePlus will leverage the expertise of every data-driven company, bringing together existing and new resources to facilitate easier access to data and build on digital skills.
Mission Statement, Goals and Objectives
The pandemic has created an opportunity for the increased use of data in numerous applications, from public health to business operations. Majeed and Hwang (2022) contended that the importance of data-driven decision-making will grow as the world continues to navigate the challenges of the unprecedented crisis. DopePlus’ mission is to build a better world through data and technology. The team is committed to developing cutting-edge solutions that empower individuals and organizations to unlock their full potential. Harnessing the power of data can create a more sustainable, equitable, and prosperous future for everyone. The company’s vision for skills goes beyond the immediate needs of job seekers. DopePlus recognizes that employees must continually develop new skills and adapt to changing job requirements throughout their careers, especially individuals with lower incomes, women, and underrepresented minorities. The goal is to make it easier for companies to support their workforce regarding lifelong learning. To achieve this vision, DopePlus aims to establish a skill-building platform that empowers everyone to access education and training resources throughout their professional journey.
Problem
The COVID-19 pandemic caused a massive demand shock that has resulted in job losses. A comprehensive economic recovery will be necessary, requiring the development of new skills among a significant portion of the global workforce. However, the challenges ahead extend beyond the immediate pandemic. Crises tend to accelerate existing trends, and the COVID-19 pandemic has been no exception. Gezici and Ozay’s (2020) research revealed that women’s employment was disproportionately affected by the pandemic, with a disproportionate unemployment rate between men and women. The disparity between skill supply and demand links to several factors, including the growing need of data-centric solutions and technological proficiency, and the reduction in training initiatives. Addressing these challenges and bridging the skills gap will require a renewed collaboration between stakeholders in every sector.
Opportunity
Data plays a critical role in providing valuable insights and supporting informed decision-making across several fields, including healthcare, education, government, business, and beyond. Researchers, innovators, and developers rely on data to test their hypotheses, build models, and refine solutions. Without access to data, these individuals may struggle to develop effective and accurate solutions to complex problems. The coronavirus pandemic provides a prime example of the importance of data in informing public health policy decisions. Policymakers can make informed decisions that protect public health by tracking the progress of the virus and identifying hotspots. Additionally, as many businesses have shifted to remote work, data analytics has become increasingly crucial in monitoring employee productivity and identifying areas for improvement. However, limited data access can exacerbate existing inequalities, particularly when certain groups or regions have limited access to data compared to others (Hackfort, 2021; Ibrahim et al., 2021). DopePlus will prevent the marginalization of underrepresented communities and advocate for their needs in an increasingly digital world.
Solution
DopePlus seeks to cater to people of color, women, those living with disabilities, the young workforce, and individuals with low educational levels. The focus on digital skills is increasingly crucial for job recovery, as unprecedented socio-economic, political, and health challenges continue to drive reliance on innovative solutions. Ibrahim et al. (2021) asserted that as the economy became increasingly digitized and remote, the pace of digitization would accelerate even further. In addition, as companies aim to increase efficiency in response to the recession, the need for digital transformation will only grow. Roles in related fields such as data analysis and cybersecurity are set to expand substantially. However, economic recovery will take place amidst a longer-term wave of automation driven by new technologies. The impact of digital transformation is evident across various industries, including manufacturing and education, which necessitates digital training. DopePlus will provide digital technologies that extend the reach and accessibility of training to meet the high demand for digital skills.
Risks
DopePlus will need to make substantial investments in technology, talent, and infrastructure. Poor management of these investments could result in financial losses or even bankruptcy. Technology is critical to the company’s operations, and any disruption or failure in its technological infrastructure could have a severe impact on operations, including training. Since DopePlus will need to work closely with data-oriented companies, it must invest time and effort in researching potential partners to ensure a suitable fit. Negotiating the terms of a partnership can be complex, and DopePlus must consider various factors such as resource allocation, intellectual property rights, revenue sharing, and the scope of the partnership.
Additionally, DopePlus will operate as a nonprofit organization and must take steps to identify and manage potential risks to protect its interests. The nonprofit structure is more suitable since the company’s mission is focused on social impact. Measuring results and assessing effectiveness requires a systematic and data-driven approach involving clear goal definition, development of key performance indicators (KPIs), and continuous monitoring and adjustment (Ge & Wu, 2019; Fairbrothers & Gorla, 2012; Thompson & MacMillan, 2010; Thornton, n.d.). By following these steps, DopePlus can ensure effective risk management and progress toward achieving its mission and desired outcomes.
Financial Information
DopePlus must consider the costs involved and create a comprehensive budget to ensure it has sufficient resources to become sustainable. Furthermore, Kim and Derryck (2008) emphasized the importance of a financial plan. The budget should include legal fees, such as costs associated with incorporating the company, obtaining necessary licenses and permits, and consulting with a legal team to ensure compliance with laws and regulations. In addition, DopePlus will need to purchase or lease the necessary technology and equipment for training. Other expenses that the company must financially cater to include marketing and advertising, inventory and supplies, insurance, and the cost of paying taxes. By providing financial information, DopePlus can show potential investors how the business is performing and the room for growth.
Conclusion
The ongoing digital transformation necessitates data-driven solutions to address industrial complexities. DopePlus intends to leverage data and technology to aid individuals in acquiring new skills, starting with digital proficiencies, as it is the most expeditious and cost-effective method of addressing the skill deficit. The company will concentrate on technology-oriented positions while also promoting the development of broader skills, including responsible technology usage and soft skills for career advancement. Collaborations with non-profit organizations and governmental support are critical to DopePlus’ success in assisting those who require it most. DopePlus will disseminate its data and expertise and champion public policy innovations to foster more opportunities in the digital realm.
Bornstein’s and Davis’ Social Entrepreneurship offers an outstanding introduction to social entrepreneurship. This enables the readers to contribute in creation of a social change. The authors explore the meaning of social entrepreneurship and its pioneers. The book differentiates social entrepreneurship from traditional entrepreneurship, activism and government.
It also prepares the readers on how to handle challenges in the society through entrepreneurship. In its conclusion, the authors discuss envisioning innovation in a society. Social Entrepreneurship is Bornstein’s and Davis’ masterpiece that should interest anyone willing to create a social change in the society (Bornstein & Davis, 2010).
The contemporary world has come into a common agreement that social entrepreneurship offers a better strategy for responding to societal needs. According to the authors, social entrepreneurs can easily keep pace with rather dynamic needs of the society. Bornstein and Davis enable the readers to know how to become a social entrepreneur. In addition, they explain how social entrepreneurship organizations operate, while identifying their underlying challenges.
A social entrepreneur does not follow an ordinary top-down strategy employed by huge organizations in solving problems. Instead, a social entrepreneur gets fully involved in the field. He follows the path of iterative learning by working together with their subjects. Through this involvement, social entrepreneurs are able to identify unique problems. After identifying the problems, they can then design local, specific and unique mechanisms of dealing with social problems (Bornstein & Davis, 2010).
This book explains how social entrepreneurs create social organizations. These organizations are then employed in creation of social changes in the society. Social entrepreneurs are also advised on how to attract, retain and cultivate talented workforce in their organizations.
The book also identifies the reasons that are acting as drawbacks in effecting change. Bornstein and Davis provide an important framework for future research on social entrepreneurship. Social entrepreneurship has acquired more appreciation in corporate practice than in theory.
The book is driven by this double line thinking which is partly practitioner-based and partly theoretical. It changes the perspective of the reader by highlighting significant instances where social entrepreneurship ideas have translated into working phenomena. The book has depicted how an entrepreneurial process can be used to achieve social goals (Bornstein & Davis, 2010).
The process of social entrepreneurship evaluates and solves a social problem. Social entrepreneurs are change agents in the society; they seize opportunities, invent and disseminate new strategies. Their approaches have the objective of creating social values that yield change in the society. In Social Entrepreneurship, Bornstein and Davis explain how to become a social entrepreneur. The authors assert that social entrepreneurs do not stop after setting up the industry; they ensure that it is revolutionized (Bornstein & Davis, 2010).
According to Bornstein and Davis social entrepreneurship is a process where social entrepreneurs are able to create organizations to provide solutions for social challenges. The book identifies illiteracy, abuse of human rights, and destruction of environment, poverty and illness as the major social problems.
The history of social entrepreneurship dates back in sixties and seventies. However, its usage spread in eighties and nineties when it was promoted by Drayton of Ashoka innovators. In 1990s, Michael Young highly promoted social entrepreneurship and was believed to be the most successful social enterprise entrepreneur. Other pioneers included Mawson Andrew, Owen Robert, Nightingale Florence and Bhave Vinoba.
Social entrepreneurship is all about creating a social change in the society. In essence, it is significantly different from business enterprise. The difference lies in the objective of starting the venture. Social entrepreneurship is set up primarily to create a social change, while business entrepreneurship focuses on profit maximization.
It is important to note that the objective does not limit a social entrepreneur from making a profit, or a business entrepreneur from creating a social change. However, the fundamental reason and objective of creating the venture does not alter (Bornstein & Davis, 2010).
The book identifies the major constraints and hindrances that affect social entrepreneurship. Bornstein and Davis assert that lack of appreciation deter entrepreneurs from effecting change. In contrast to business entrepreneurs, social entrepreneurs are not well researched, or given credit.
Business entrepreneurs have been given credit for changing the economic atmosphere. However, social entrepreneurs are yet to be given credit for their contribution in changing the society. Technology, demographics, economics and political processes are considered as the major factors that drive the social change. The role of a social entrepreneur as a charismatic head is less appreciated, a factor considered by the authors as a setback to achieving change (Bornstein & Davis, 2010).
In conclusion, Bornstein and Davis have covered the most insightful information about “what needs to be known” in social entrepreneurship. According to the book, social entrepreneurship has indeed become a global phenomenon. The book identifies social entrepreneurship as an innovative approach of tackling social problems. In addition, the authors suggest social entrepreneurship adds economic value.
However, adding economic value is not its primary objective. Social entrepreneurship provides unique methodologies which are very effective when implemented properly. The book provides an all inclusive discussion of this phenomenon to turn its theoretical stance into practical application.
Reference
Bornstein, D., & Davis, S. (2010). social entrepreneurship: what everyone needs to know. New York: Oxford University Press.