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Summary book Social Entrepreneurship
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- Universiteit Utrecht (UU)
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Voorbeeld 3 van de 19 pagina's
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Summary book Social Entrepreneurship – By Krissy KortWeek 1:
Book chapters:
- Chapter 1, “Crazy little thing called love”
- Chapter 2, “The basics of entrepreneurship still matter”
- Chapter 3, “Social entrepreneurship is messy”
- Chapter 4, “The field is extra-disciplinary”
Capture 1:
The first chapter of "Social Entrepreneurship: A Practice-Based Approach to Social Innovation"
by Kucher and Raible introduces the concept of social entrepreneurship and provides an
overview of the book's approach to social innovation.
The chapter begins by defining social entrepreneurship as the pursuit of social and
environmental goals through the creation of innovative and sustainable business models. Social
entrepreneurship is distinguished from traditional entrepreneurship by its focus on social
impact, rather than solely financial returns.
The authors then explore the historical and cultural roots of social entrepreneurship, tracing its
origins to movements such as the civil rights movement and the environmental movement.
They also note the influence of prominent social entrepreneurs, such as Muhammad Yunus and
Bill Drayton, in popularizing the concept of social entrepreneurship.
The chapter then introduces the practice-based approach to social innovation, which is the
organizing framework for the book. This approach emphasizes the importance of learning from
practice, and views social innovation as a continuous process of experimentation and
adaptation.
The authors identify three core elements of the practice-based approach: practice, learning, and
innovation. Practice refers to the concrete activities and experiences of social entrepreneurs,
which provide the basis for learning and innovation. Learning refers to the reflective and
adaptive processes through which social entrepreneurs refine their practices and strategies.
Innovation refers to the development of new and effective solutions to social and
environmental problems.
The chapter concludes by outlining the structure of the book and its approach to social
entrepreneurship. The book is organized into three parts: "Practice," which explores the
practical dimensions of social entrepreneurship; "Learning," which examines the reflective and
adaptive processes of social entrepreneurship; and "Innovation," which focuses on the
development of new and effective solutions to social and environmental problems.
Overall, the first chapter of "Social Entrepreneurship: A Practice-Based Approach to Social
Innovation" provides an introduction to the concept of social entrepreneurship, its historical
and cultural roots, and the practice-based approach to social innovation that serves as the
organizing framework for the book.
Definitions:
Social entrepreneurs:
1
, - They are doing well while they are doing good. They are creating value in economic
terms (making money) while also creating value at social and civic. Social entrepreneurs
do not accept the status quo as the necessary state, and they push for a new
equilibrium.
- who describes social entrepreneurship as the effort to produce civic, social, and
economic value within a single specific organization or program
Social innovation:
- A novel solution to a social problem that is more effective, efficient, sustainable, or just
than existing solutions and for which the value created accrues primarily to society as a
whole rather than private individuals.
- Methodology to create social value and potentially economic value at the systems-
change
Economic value:
- the financial return received from the sale of a product or service.
Social value:
- the improvement in the well-being of a specific individual, and civic value is the benefit
that is returned to society
Social enterprise:
- typically, this term is used to define the specific organization that is working to create
these values.
- that a social enterprise is an organization that seeks to achieve a particular social
objective and derives funding at least in part by means of the sale of products or services
The tragedy of the commons:
- Without going into too much detail, what Hardin proposed was that human nature, left
to its own devices, would seek to maximize one’s own situation, even if it meant that
other people’s situations were made less in the process
Kinship economy:
- little they had (likely a few animal skins) and what little they were able to obtain (nuts,
berries, and the occasional rabbit or deer) was shared within the group, sometimes
referred to as a
Capatalism:
- So, it’s not making the money that’s the problem (if we don’t do it in a way that harms or
exploits others or the environment), it’s what we do with the money that matters.
- The key distinction between these two alternatives is that socialism holds on to the ideas
of private ownership and wealth creation but gives the government the power to
determine how that wealth is distributed, while communism is, well, communal
(meaning that everything is owned by the commune, or the government.
2
, Double bottom line: profit and people.
Triple bottom line: profit, people and planet.
Capture 2
Capture 2 framed entrepreneurship as an ability to recognize a need and to pursue the
opportunity to craft a viable and innovative solution to move from the current state to a better,
more desirable one. This acknowledges the role of opportunity, need, viability, and innovation
within entrepreneurship.
- Entrepreneurship is a professional role, but it’s also a skill, a personality type, and a way
of behaving with an ability to stimulate economic growth and job creation, all while
pushing forward social change and new innovations.
- Some define an entrepreneur as “the one who takes the risk”
It is important to know that opportunity comes in many forms. opportunity usually looks like a
need that’s not being met. In the social sector, it more often looks like a problem that hasn’t
been solved. The classic definition of a need is the difference between one’s current state and
one’s desired state. Recognizing that there is a gap between the current state and the desired
state is the first step on the road to entrepreneurship. The next step is developing a viable
solution that fills the gap (and this is where the hard work comes in – an area we will explore in
great detail).
In order to accomplish their aims, entrepreneurs need to remain goal-oriented and practice the
Eight Habits of Effective Entrepreneurs:
(1) build models,
(2) test markets,
(3) fail fast,
(4) pivot,
(5) passion is not enough (the E-Myth),
(6) economics of one unit (break-even point)
(7) ideation,
(8) milestones and hurdles.
(7) Ideation, or the process of coming up with and reflecting on the potential of ideas, is an
important part of the entrepreneurial process. One of the most common challenges within the
ideation process is to allow for quantity over quality, meaning that the viability, feasibility, and
projected sustainability of an idea should not exclude it from further consideration. This
openness to entertaining all possibilities is meant to foster big and innovative ideas, rather than
settling for already existing or overly safe and simplistic solutions.
(8) you have probably begun to realize that the smart entrepreneur does a lot of evaluating
before deciding to launch a new venture.
So, to an entrepreneur, a milestone is a pre-planned time when the fledgling enterprise is
evaluated, and a decision to proceed or alter course is made – often referred to as a go/no-go
3
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