1 – Martin and Osberg (2007)
Dees (2001) identified a set of criteria to be used to determine whether the actions of an individual can be considered to be socially entrepreneurial.
Social entrepreneurs play the role of change agents in the social sector, by:
● Adopting a mission to create and sustain social value (not just private value),
● Recognizing and relentlessly pursuing new opportunities to serve that mission,
● Engaging in a process of continuous innovation, adaptation, and learning,
● Acting boldly without being limited by resources currently in hand, and
● Exhibiting a heightened sense of accountability to the constituencies served and for the outcomes created.
2- Dees (2001)
The concept of a social enterprise was developed in the UK in the late 1970s to counter the traditional commercial enterprise. Social enterprises exist at the intersection of the private and voluntary sectors. They seek to balance activities that provide financial benefits with social goals, such as providing housing to low-income families or job training.
Funding is obtained primarily by selling goods and services to consumers, although some funding is obtained through grants. Because profit-maximization is not the primary goal, a social enterprise operates differently than a standard company.
While earning profits is not the primary motivation behind a social enterprise, revenue still plays an essential role in the sustainability of the venture. Sustainable revenue differentiates a social enterprise from a traditional charity that relies on outside funding to fulfill its social mission. This goal does not mean social enterprises cannot be profitable; it’s simply that their priority is to reinvest profits into their social mission, rather than fund payouts to shareholders.
The Organization for Economic Cooperation and Development (OECD) identifies social enterprises as being highly participatory, with stakeholders actively involved and a minimum number of paid employees.
