Praise for Social Entrepreneurship

"Guo and Bielefeld have written a masterful, comprehensive, theory-based, evidence-driven, cutting-edge guide that will be valuable to students and practitioners of the art and science of social entrepreneurship for years to come. A must-read for anyone interested in social problem solving and innovation in the public, nonprofit, or business sectors and in the networks and hybrid organizations that define the fields of action for contemporary social entrepreneurs."
--Dennis R. Young, professor of public management and policy, Andrew Young School of Policy Studies, Georgia State University

"Guo and Bielefeld have mastered the topic of social entrepreneurship for its current and future practitioners at the graduate and undergraduate levels. They have emphasized the organizational basis of social entrepreneurship that necessarily integrates the nonprofit, public, and commercial sectors. They have further utilized an evidence-based approach that delicately balances theory and practice."
--Gordon E. Shockley, associate professor of social entrepreneurship, Arizona State University School of Community Resources & Development

"Guo and Bielefeld blend theory and practice in this important new addition to our understanding of the way social entrepreneurs create value for society. With the field of social entrepreneurship expanding quickly, there is a growing need for order amidst the creative chaos, and this book brilliantly fills that gap. Social Entrepreneurship successfully pulls together many of the field's emergent ideas, tools, and frameworks into a tightly woven account of the process of conceiving, planning, launching, and expanding a social enterprise. This will become an essential point of reference for students, practitioners, and scholars interested in the intellectual and practical challenge of creating social impact."
--Peter Frumkin, professor of social policy and faculty director, Center for High Impact Philanthropy, University of Pennsylvania

Tables, Figures, and Exhibit xi

The Authors xiii

Introduction: Understanding and Using Social Entrepreneurship xv

Part One: Social Entrepreneurship: Concept and Context 1

One The Many Faces of Social Entrepreneurship 3

What Is Social Entrepreneurship? 3

Who Are the Social Entrepreneurs? 8

Why Social Entrepreneurship? 11

Where Does Social Entrepreneurship Occur? 17

Concluding Thoughts 22

Two Social Entrepreneurship as Organizational Behavior 25

Entrepreneurial Orientation 27

Measures, Determinants, and Outcomes of EO 32

Entrepreneurial Intensity 34

Limitations of EO and EI 37

Social Entrepreneurial Orientation 38

Concluding Thoughts 43

Part Two: Understanding and Managing the Social Entrepreneurial Process 45

Three Discovering and Creating Social Entrepreneurial Opportunities 47

Defining Opportunity 50

How Are Social Entrepreneurial Opportunities Different? 54

How Are Social Entrepreneurial Opportunities Discovered or Created? 55

Phase One: Idea Generation 57

Phase Two: Opportunity Assessment 62

Concluding Thoughts 66

Four From Opportunity to Action 67

Elaborating the Opportunity with Social Impact Theory 69

Putting Theory into Action: Developing the Operating Model 73

Venture Feasibility and Planning 76

Supporting Analysis 80

Concluding Thoughts 88

Five From Action to Impact 89

Social Venture Effectiveness 90

Approaches to Social Venture Effectiveness 94

Outcome and Impact Evaluation 101

Monetizing Outcome and Impact 107

Increasing Social Venture Impact: Scaling 110

Concluding Thoughts 114

Six Funding Social Entrepreneurship 117

Funding Public Sector and For-Profit Social Entrepreneurship 119

Funding Nonprofit Social Entrepreneurship 122

Philanthropy and Social Entrepreneurship 128

Government Funding 132

Earned Income, Loans, and Equity 133

Concluding Thoughts 139

Part Three: Understanding and Managing the Social Intrapreneurial Process 141

Seven Social Intrapreneurship: Innovation from Within 143

Clarifying the Social Intrapreneurship Concept 145

Social Intrapreneurship Dimensions 147

Antecedents and Consequences of Social Intrapreneurship 150

Management Challenges of Social Intrapreneurship 154

Concluding Thoughts 158

Eight Managing the Social Intrapreneurial Process 161

The Nature of Innovation in Established Organizations 164

A Two-Phase Model of the Social Intrapreneurial Process 164

The Definition Process 167

The Impetus Process 170

Initiators of Innovations in Public and Nonprofit Organizations 174

The Role of Frontline Managers in the Social Intrapreneurial Process 176

The Role of Middle Managers in the Social Intrapreneurial Process 177

The Role of Top Managers in the Social Intrapreneurial Process 179

Concluding Thoughts 180

Part Four: Emerging Trends and Issues 181

Nine Social Entrepreneurship in the Public Sector 183

The Context of Public Sector Entrepreneurship 185

New Public Management and Reinventing Government 188

New Public Service 191

Current Practices and Approaches 192

Concluding Thoughts 200

Ten Boundary Spanning and Social Entrepreneurship 203

Working across Organizational Boundaries 205

Collaboration between Organizations 207

Engagement in Networks 211

Working across Sectors 219

New Legal Forms 228

Concluding Thoughts 230

Eleven New Media and Social Entrepreneurship 233

Introduction 234

New Media, New Possibilities 235

Myths and Realities about Social Media 238

New Media and Information Sharing 239

New Media and Fundraising 240

New Media and Stakeholder Engagement 241

A "Pyramid" Model of Social Media-Based Strategy 243

New Media, New Challenges 244

Concluding Thoughts 250

Conclusion: The Road Traveled and the Journey Ahead 253

Notes 261

Acknowledgments 305

Index 307

CHAO GUO, PhD, is associate professor of nonprofit management in the School of Social Policy and Practice at the University of Pennsylvania. Dr. Guo is senior vice president of the International Council of Voluntarism, Civil Society, and Social Economy Researcher Associations and serves on several boards of directors and editorial boards. In 2008, he was selected as a recipient of the IDEA Award for research promise by the Entrepreneurship Division of the Academy of Management.

WOLFGANG BIELEFELD is professor emeritus at the School of Public and Environmental Affairs and the School of Philanthropy at Indiana University-Purdue University Indianapolis. He has taught at the University of Texas at Dallas, the University of Minnesota, and Stanford University. He has written many articles and books, including Managing Nonprofit Organizations and Nonprofit Organizations in an Age of Uncertainty.