Social Enterprise Organizations Research Articles

A new direction for community services

The new White Paper telling us what the government wants for patients in need of primary care services is a long-winded read. It is 230 pages of what is currently happening and what changes need to be achieved to enhance primary care capacity, particularly in areas presently under-served, and to achieve diminished hospital admission. Following the furore of the RCN decision to apply for a judicial review, Patricia Hewitt issued a statement to the effect that PCTs could maintain their provider function if this was in the interest of local people. But life in health care is never simple and Our Health, Our Care, Our Say makes the situation quite clear: the tendering and procurement process is to be applied to the community setting. Alternative providers, such as the independent sector and social enterprise organisations, are now invited to tender for business and will need to negotiate with commissioning PCTs and practice-based commissioners on levels of service and costs.

Entrepreneurial Solutions for Social Challenges

This course takes a strategic perspective on social change. It asks how emerging leaders - social entrepreneurs and strategic philanthropists - can stimulate systemic change through local interventions and collaboration. The course was developed and taught by Maximilian Martin in the IOMBA program for the 2005 fall semester. Combining their passion to solve social issues with an entrepreneurial outlook on life, social entrepreneurs find innovative ways to leverage scare resources in the pursuit of social value. To be practical, the course deploys a variety of case studies. The course is divided in four parts. Part one sets the stage by introducing the core conceptual material on social entrepreneurship and philanthropy, deploying case studies to render the challenges concrete. Part two looks into typical challenges social enterprise organizations face, as well as the linkages between social entrepreneurship, microfinance and bottom-of-the-pyramid style interventions. Part three asks how we can strategically orchestrate social innovation through specific projects. Which roles do intermediaries (civil society vehicles that service grassroots social entrepreneurs) play? How can we formulate effective social change strategies? Part four unifies the different course themes, asking what the frontiers in social entrepreneurship are, and what they mean for social change. Students present the status of their projects in class during the last regular class session.

Entrepreneurial Solutions for Social Challenges: Seminar on Social Entrepreneurship and Strategic Philanthropy (HSG 2005)

This course takes a strategic perspective on social change. It asks how emerging leaders - social entrepreneurs and strategic philanthropists - can stimulate systemic change through local interventions and collaboration. The course was developed and taught by Maximilian Martin at HSG for the 2005 fall semester. The course is divided in four parts. Part one sets the stage by introducing the core conceptual material on social entrepreneurship and philanthropy, deploying case studies to render the challenges concrete. Part two looks into typical challenges social enterprise organizations face, as well as the linkages between social entrepreneurship, microfinance and bottom-of-the-pyramid style interventions. Part three asks how we can strategically orchestrate social innovation through specific projects. Which roles do intermediaries (civil society vehicles that service grassroots social entrepreneurs) play? How can we formulate effective social change strategies? Part four unifies the different course themes, asking what the frontiers in social entrepreneurship are, and what they mean for social change. Students present the status of their projects in class during the last regular class session.

Blurring the Boundaries: Emerging Legal Forms for Hybrid Organizations— Implications for Christian Social Entrepreneurs

Hybrid social enterprise organizations, which combine profit and social goals, are one of the emerging trends in the business world. Christians are also using new forms to pursue ministry. This article explores the legal and practical limitations of combining social mission with profit generation in the same organizational structure. This article also addresses some of the broader implications of this trend, especially for Christian social ventures.