| Preface---Social Business: Designing the Possibility Space for Social Action |
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| Introduction: Social Businesses |
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1 | (1) |
| The Possibility Space for Social Action |
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2 | (2) |
| Social Businesses in the Community Today |
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4 | (2) |
| Building Community Networks |
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6 | (1) |
| The Social Enterprise Zone Lending4Change Model |
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7 | (1) |
| References |
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8 | (3) |
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1 Editorial: Liberating `Our Better Angels' |
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11 | (3) |
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Section Headings and Their
Chapters |
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14 | (11) |
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Part 1 Defining and Redefining Social Entrepreneurship |
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14 | (2) |
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Part 2 A Complexity Paradigm for Social Entrepreneurship |
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16 | (2) |
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Part 3 Economic Impact and Social Value Creation |
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18 | (2) |
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Part 4 Social Networks and Cross-Sector Alliances |
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20 | (3) |
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Part 5 Collective Identity and Social Change |
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23 | (2) |
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Conclusion: A New Center for Social Entrepreneurship and Complexity at Adelphi University |
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25 | (6) |
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Part 1 Defining and Redefining Social Entrepreneurship |
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2 The Social Entrepreneurship Matrix as a "Tipping Point" for Economic Change |
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31 | (1) |
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Social Entrepreneurship Defined |
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32 | (4) |
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34 | (2) |
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The Social Entrepreneurship Matrix |
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36 | (3) |
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39 | (4) |
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3 Social Entrepreneurship as an Algorithm: Is Social Enterprise Sustainable? |
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43 | (2) |
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Defining Social Enterprise |
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45 | (5) |
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The One and the Many Problem |
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46 | (1) |
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Social Enterprise as Algorithm |
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47 | (3) |
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The Social Enterprise Bubble |
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50 | (5) |
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50 | (2) |
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52 | (3) |
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Social Enterprise as Transitional Form |
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55 | (11) |
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The Emergence of Civil Society |
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56 | (4) |
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The Emergence of Corporate Identity |
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60 | (2) |
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The Emergence of Social Enterprise |
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62 | (4) |
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66 | (1) |
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66 | (5) |
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4 Social Entrepreneurship and Complexity Models |
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71 | (1) |
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Social Entrepreneurship: Definition and Characteristics |
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72 | (3) |
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Analysis of Complexity in Social Enterprises |
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75 | (5) |
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Embedded Social Enterprise |
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75 | (1) |
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Integrated Social Enterprises |
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76 | (1) |
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External Social Enterprises |
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76 | (4) |
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80 | (1) |
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80 | (3) |
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5 Seeking the Robust Core of Social Entrepreneurship Theory |
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Importance of Social Entrepreneurship |
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83 | (1) |
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84 | (5) |
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Knowledge Management Perspective |
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85 | (1) |
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Complexity Theory Perspective |
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85 | (1) |
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86 | (1) |
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87 | (2) |
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First Study An Interdisciplinary Set of Theories |
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89 | (6) |
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Sources and Foci of Social Entrepreneurship Theory Before This Volume |
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89 | (2) |
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Core and Belt of Social Entrepreneurship Theory Before This Volume |
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91 | (1) |
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Robustness of the Field of Social Entrepreneurship Theory Before this Volume |
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92 | (2) |
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Opportunities to Increase Robustness of Social Entrepreneurship Theory Before this Volume |
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94 | (1) |
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Second Study Analysis of CT Based SE Theory |
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95 | (2) |
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Sources and Foci in Complexity Theory Analysis |
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95 | (1) |
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Core and Belt in Complexity Theory Analysis |
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96 | (1) |
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Robustness of Field in Complexity Theory Analysis |
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97 | (1) |
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Critical Comparison of Two Fields |
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97 | (4) |
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Sources and Foci in the Combined Analysis |
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97 | (1) |
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Core and Belt in the Combined Analysis |
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98 | (1) |
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Robustness in the Combined Analysis |
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99 | (1) |
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Opportunities to Increase Robustness through the Combined Analysis |
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99 | (1) |
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One Robust Theory---What Must Come Next? |
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100 | (1) |
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Reflections on the Present Process |
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101 | (1) |
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102 | (2) |
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104 | (7) |
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Part 2 A Complexity Paradigm for Social Entrepreneurship |
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6 Complexity, Systems Thinking, and Social Entrepreneurship: A Future of Possibilities |
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Introduction: Responding to a World in Need |
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111 | (6) |
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113 | (1) |
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114 | (3) |
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The Key Role of Social Networks |
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117 | (11) |
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Social Connectivity, Rich Information, and Network Dependent Learning |
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118 | (1) |
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119 | (1) |
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The Perspective of Complex Adaptive Systems |
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120 | (1) |
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Dynamical Systems and Attractors |
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120 | (2) |
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Dynamical Systems and Social Entrepreneurship |
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122 | (1) |
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Stability and Attractors in Dynamical Systems |
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123 | (1) |
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Convergence Toward Attractors |
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123 | (1) |
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Generative Dynamics and Divergence Within Attractors |
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124 | (1) |
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Unifying Organizing Dynamics Across Systems |
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125 | (1) |
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Self-Organization, the Dynamics of Requisite Complexity, and Emergence |
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126 | (1) |
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Emergence and Social Innovation |
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127 | (1) |
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How Social Entrepreneurship Constructs Social Value |
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128 | (3) |
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Social Entrepreneurship and Social Value |
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129 | (2) |
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Conclusion: Theory Informing Practice for a Brighter Future |
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131 | (1) |
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132 | (3) |
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7 Toward Systemic Societal Entrepreneurship: Opportunities, Theories, and Methods |
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135 | (3) |
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Questions for an Action Agenda |
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137 | (1) |
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138 | (3) |
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To Meet a Three-Fold Demand |
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138 | (1) |
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Systemic Social Complexity: A Case in Point |
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139 | (2) |
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Social Complexity and the Genesis of Informed Social Capital |
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141 | (5) |
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Systems Thinking and Complex Causation |
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144 | (2) |
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Increases in Complexity as the Core of Innovation |
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146 | (2) |
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A Theory of Systemic Social Change |
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148 | (1) |
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The Role of Decision Making in Societal Entrepreneurship |
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149 | (3) |
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Complexity Science-Based Decision-Making Methods |
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150 | (2) |
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152 | (1) |
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153 | (1) |
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153 | (4) |
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8 How to Construct a Sustainable Meta-System: Applying Stafford Beer's Systems Approach for Organizational Transformation |
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Elizabeth Vidal Arizabaleta |
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Introduction: Institutional Analysis |
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157 | (8) |
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Organizational Reconfiguration of UNAD as a Meta-System |
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159 | (6) |
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165 | (6) |
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Enabling the Transformation |
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167 | (4) |
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171 | (1) |
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172 | (3) |
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9 A Case Study of Applying SSM in Community Revitalization |
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175 | (1) |
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Current Practices in Community Development and Alternative Systems Thinking Approaches |
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176 | (5) |
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A Brief Analysis of the Traditional Community Development Literature and of Current Practices in This Area |
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177 | (1) |
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Alternative Approaches to Community Development: Systems Thinking and Complexity Theory |
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177 | (1) |
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Community Development and Systems Thinking |
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177 | (1) |
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Brief Comments on Soft Systems Methodology |
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178 | (2) |
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Some Comparisons Between SSM and Complexity Theory |
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180 | (1) |
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181 | (5) |
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Methods Applied in the Intervention |
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182 | (1) |
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182 | (1) |
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182 | (2) |
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A Brief Account of the Intervention |
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184 | (2) |
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Conclusions: Importance and Relevance of the Research |
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186 | (1) |
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187 | (1) |
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187 | (4) |
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10 The Complexity of Social Entrepreneurship Systems: Social Change by the Collective |
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191 | (2) |
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Defining Social Entrepreneurship |
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193 | (2) |
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195 | (1) |
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The Argument: Social Entrepreneurship Systems are Complex Adaptive Systems |
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196 | (10) |
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Emergence of Novel Social Solutions |
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197 | (2) |
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Sustaining Social Entrepreneurship Actions |
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199 | (3) |
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System Tensions and Social Entrepreneurship |
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202 | (4) |
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206 | (1) |
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207 | (8) |
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Part 3 Economic Impact and Social Value Creation |
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11 Social Entrepreneurship, Social Value, and the Environmental "Big Push": Some Remarks |
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215 | (1) |
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216 | (6) |
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Shareholder value and its limitations |
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217 | (1) |
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Our Fetish with Quantitative Indicators |
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218 | (1) |
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Belief in the Linear Stages Hypothesis of Economic Development Theory |
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219 | (1) |
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220 | (1) |
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Delinking of Economic Theory from the Physical World |
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220 | (1) |
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Disregard for Complexity in Economic Analyses |
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221 | (1) |
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222 | (2) |
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224 | (3) |
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Change in Relative Scarcity of Factors |
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224 | (2) |
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Social Value and the Triple Bottom Line |
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226 | (1) |
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227 | (1) |
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228 | (3) |
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12 Development Economics and Social Entrepreneurship: A Recursive Social Capital Accumulation Model |
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231 | (1) |
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Development Economics: A Historical Primer from the Perspective of a Developing Country |
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232 | (3) |
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Development Economics, Social Capital, Complexity and Network Theory |
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235 | (4) |
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Social Capital and the Lens of the Individual Agent |
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237 | (2) |
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239 | (1) |
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240 | (3) |
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13 Social-Institutional Entrepreneurship at the Grameen Bank |
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243 | (1) |
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Institutional Entrepreneurship |
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244 | (8) |
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How Specific Villages Used Micro-Financing: Who Did What? |
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244 | (1) |
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What Role Did the Villagers Play? |
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245 | (1) |
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245 | (1) |
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Who Led the Projects in the Village? What Were the Steps? |
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246 | (1) |
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247 | (1) |
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A Simultaneous Social Development Agenda |
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248 | (1) |
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248 | (1) |
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Changing Social Relationships and Social Networks in the Villages and between the Villages, the Larger Towns, and Cities |
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249 | (1) |
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The Daily Operations of Grameen Bank |
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250 | (1) |
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Measurable Impact of Grameen Microfinance in Bangladesh |
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251 | (1) |
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252 | (1) |
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253 | (1) |
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253 | (4) |
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14 Toward a Theory of Social Value Creation: Individual Agency and the Use of Information Within Nested Dynamical Systems |
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257 | (2) |
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Nested Dynamical Systems and Information |
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259 | (7) |
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Stability and Destabilizing Feedback |
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260 | (1) |
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Convergence Toward Attractors |
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261 | (1) |
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Fluctuations and Divergence Within Attractors |
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262 | (2) |
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Information and an Organization's Future Prospects |
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264 | (2) |
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Economic Value Creation As A Model |
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266 | (7) |
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The Nature of a Cash Flow |
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266 | (1) |
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Discounting for Present Versus Future Value |
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267 | (1) |
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Fluctuations Complicate the Models and Calculations |
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268 | (1) |
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Economic Value Creation in Dynamical Systems |
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269 | (1) |
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DCF and Dynamical Systems |
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270 | (1) |
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Bifurcation and Qualitative Change |
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271 | (1) |
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Ordering Forces in the Environment |
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272 | (1) |
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273 | (6) |
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Social Value as Ensuring Continuing Access to Necessary Resources |
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273 | (2) |
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Assessing Risk in the Delivery of Future Social Value |
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275 | (1) |
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Making a Market for Social Value Risk that is Analogous with Capital Markets |
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276 | (1) |
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A Tentative Proposal: Markets for Trading Social Services |
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277 | (2) |
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279 | (1) |
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280 | (5) |
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Part 4 Social Networks and Cross-Sector Alliances |
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15 Social Networks and Urban Poverty Reduction: A Critical Assessment of Programs in Brazil and the United States with Recommendations for the Future |
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Introduction: Inattention to Social Network Connectivity as a Common Lack Across a Hemispheric Divide |
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285 | (5) |
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The Two Poverty Reduction Arenas |
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288 | (2) |
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Poverty Reduction Policies and the Neglect of Social Network Connectivity |
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290 | (4) |
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Critique of Urban Poverty Reduction Policies: An Internal Focus which Further Marginalizes the Urban Poor |
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292 | (2) |
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The Case of Favela-Bairro |
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294 | (6) |
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294 | (3) |
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297 | (3) |
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Poverty and Workforce Development in the US |
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300 | (7) |
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Federal Legislation and Workforce Development in the United States |
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302 | (3) |
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Medical Pathways: A Workforce Development Program in New York City |
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305 | (2) |
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Towards a New Framework for Urban Poverty Reduction Policies |
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307 | (4) |
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The Dynamics of Social Networks and Poverty Reduction |
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311 | (13) |
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The Complex Dynamics of Social Networks |
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311 | (2) |
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Emergence, Innovation, the Marginal, and "Weak Ties" |
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313 | (4) |
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317 | (4) |
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Distributed Intelligence and "Smart" Networks |
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321 | (3) |
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Connecting the Poor and Non-poor through Greater Social Network Connectivity |
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324 | (10) |
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Social Network Clustering and Increasing Marginalization |
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325 | (2) |
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Creating Smaller out of Larger Worlds |
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327 | (5) |
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Constructing Real Social Networking |
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332 | (2) |
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Conclusion: Social Network Dynamics and Strategies to Reduce Urban Poverty |
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334 | (3) |
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337 | (8) |
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16 Adaptive Responsibilities: Nonlinear Interactions in Cross Sector Social Partnerships |
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345 | (1) |
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Social Entrepreneurship and Cross Sector Social Partnerships as Complex Adaptive Systems |
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346 | (2) |
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Interactive Multi-Level Change in CSSPs: Learning from Failure |
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348 | (2) |
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350 | (2) |
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350 | (1) |
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Data Collection and Analysis |
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351 | (1) |
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The Challenge of Multi-Level Case Analysis |
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352 | (1) |
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352 | (5) |
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Intentional Versus Unintentional Change in Social NPO-BUS Partnerships |
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352 | (4) |
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356 | (1) |
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Conclusion: Moving from Reactive and Proactive to Adaptive Responsibilities |
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357 | (3) |
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360 | (1) |
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360 | (5) |
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17 An Exploratory Study of Cross-Sector Partnerships in Canada Using Complex Systems Thinking |
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365 | (1) |
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Adaptive Cross-sector Partnerships |
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366 | (4) |
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368 | (1) |
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368 | (2) |
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370 | (1) |
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370 | (3) |
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A Complex Systems View of Partnership Behavior |
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373 | (4) |
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374 | (1) |
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375 | (1) |
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History of Cross-sector Collaboration |
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375 | (1) |
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Stable Provincial Political Climate |
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376 | (1) |
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377 | (1) |
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377 | (2) |
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Conclusions and Areas for Further Research |
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379 | (1) |
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380 | (1) |
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380 | (3) |
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18 Observing and Learning from Social Entrepreneurship: Transparency, Organizational Structure, and the Role of Leadership |
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383 | (1) |
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384 | (1) |
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384 | (1) |
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Social Entrepreneurship and Social Change |
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385 | (1) |
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The Participating Organizations |
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385 | (4) |
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385 | (2) |
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Basic Needs Coalition of Central Texas |
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387 | (1) |
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388 | (1) |
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A Systems Theory Perspective |
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389 | (3) |
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391 | (1) |
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392 | (2) |
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Systemic Intervention Course |
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392 | (1) |
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392 | (1) |
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Data Collection and Analysis |
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393 | (1) |
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394 | (1) |
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Case Studies---Data Analysis |
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394 | (13) |
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Case 1 American YouthWorks |
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394 | (1) |
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394 | (2) |
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396 | (2) |
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Context and Shared Understanding |
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398 | (2) |
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Case 2 Basic Needs Coalition |
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400 | (1) |
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400 | (1) |
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401 | (1) |
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Context and Shared Understanding |
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402 | (2) |
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404 | (1) |
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Need for Internal Collaboration |
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404 | (1) |
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Connection to the Community |
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405 | (1) |
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405 | (1) |
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405 | (1) |
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406 | (1) |
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Conclusions and Recommendations |
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407 | (1) |
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Examining Social Entrepreneurial Organizations |
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407 | (1) |
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Operationalization of the Dietz-Mink Model |
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408 | (1) |
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408 | (3) |
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19 Social Entrepreneurship in the Context of the Romanian Transitional Economy |
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411 | (1) |
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Criteria for Identifying Social Entrepreneurship |
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412 | (5) |
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412 | (1) |
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412 | (1) |
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413 | (1) |
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414 | (1) |
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415 | (1) |
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415 | (2) |
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Research Goals and Methodology |
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417 | (1) |
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The Context of NGOs in Cluj County |
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418 | (1) |
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The Roma and Social Enterprise in Cluj county |
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419 | (5) |
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Discussions and Conclusions |
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424 | (1) |
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424 | (3) |
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20 Social Entrepreneurship Effects on the Emergence of Cooperation in Networks |
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427 | (2) |
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429 | (2) |
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Interaction Formalization |
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430 | (1) |
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431 | (4) |
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Communication and Discussion among Agents |
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431 | (1) |
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Individual Diversity in Social Interaction and Social Entrepreneurship |
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432 | (1) |
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433 | (1) |
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Classes of Behavior and Structural Properties of the Sociomatrix |
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433 | (1) |
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The Role of the Initial Sociomatrix |
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433 | (1) |
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433 | (1) |
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434 | (1) |
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Previously Observed Sociomatrix |
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434 | (1) |
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434 | (1) |
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Effort Selection Behavior |
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434 | (1) |
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Social Entrepreneurship Behavior |
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435 | (1) |
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435 | (4) |
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Conclusions and Further Research |
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439 | (3) |
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442 | (5) |
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Part 5 Social Change and Collective Identity |
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21 The Emergence of Collective Identity as a Means for Creating and Sustaining Social Value |
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447 | (2) |
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The Complex Challenges of Social Entrepreneurship |
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449 | (1) |
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450 | (15) |
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The Merging of Identities |
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451 | (1) |
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Building a Collective Identity through Micro-Enactments |
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452 | (1) |
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Joining and Leaving Groups and Collectives |
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452 | (1) |
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452 | (1) |
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453 | (1) |
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Interactions within Groups and Collectives |
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453 | (1) |
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453 | (1) |
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453 | (1) |
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454 | (1) |
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454 | (1) |
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455 | (1) |
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An Emergence Model of Collective Identity |
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455 | (1) |
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Collective Identity as Coarse-Grain Resolution Models for Statistical Prediction |
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455 | (3) |
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Iterated Attempts to Control Environment |
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458 | (1) |
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Intra-Generational Learning, Adaptation and Evolution |
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458 | (1) |
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Intra-Generational Learning |
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459 | (1) |
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459 | (1) |
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Collective Identities: Challenges and Cautions for Social Entrepreneurs |
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460 | (1) |
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The Merging of Collective Identities |
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461 | (1) |
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Tangled Networks and Interaction Paralysis |
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462 | (1) |
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462 | (2) |
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464 | (1) |
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465 | (1) |
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466 | (5) |
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22 A Spiral of Innovation Framework for Social Entrepreneurship: Social Innovation at the Generational Divide in an Indigenous Context |
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471 | (1) |
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472 | (3) |
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Social Innovation in an Indigenous Context |
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475 | (2) |
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477 | (1) |
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478 | (3) |
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481 | (1) |
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482 | (5) |
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23 Creative Interaction in Culturally Diverse Groups |
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Introduction: In Need of Creativity |
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487 | (2) |
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Case Description: The SEED Program |
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489 | (2) |
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489 | (1) |
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490 | (1) |
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490 | (1) |
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Documentation and Analysis |
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491 | (1) |
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Literature Review: Value in Diversity |
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491 | (1) |
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Literature Review: Creativity |
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492 | (2) |
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Alternative Lens: Creativity in Emergence |
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494 | (6) |
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Framework for Analyzing the SEED Program |
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495 | (1) |
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496 | (1) |
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497 | (1) |
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Recombining and Self-Organizing State |
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498 | (1) |
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Stabilizing Feedback State |
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499 | (1) |
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500 | (1) |
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501 | (1) |
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502 | (1) |
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502 | (5) |
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24 Evolution of an Organic Champion: Social Entrepreneurship, Complexity Theory and Leadership in Transition---A Croatian Case |
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507 | (2) |
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509 | (2) |
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Case Study of an Organic Champion: Zeljko Mavrovic |
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511 | (4) |
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Social Entrepreneurship and Leadership |
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515 | (2) |
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A Complex Systems Approach |
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517 | (7) |
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Concluding Reflections: From Static To Dynamic Modelling? |
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524 | (1) |
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525 | (4) |
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25 Spiritual Resources for Change in Hard Places: A Values-Driven Social Entrepreneurship Theory of Change |
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529 | (1) |
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530 | (13) |
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531 | (1) |
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The People: Indigenous Servant Leaders |
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532 | (2) |
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The Core Values: Stability at the Edge of Chaos |
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534 | (1) |
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534 | (2) |
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Values in a Pluralistic World |
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536 | (2) |
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Values for Promoting Development |
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538 | (2) |
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The Visions: Dreams for the Poor |
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540 | (1) |
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Inspired and Inspiring: Does the Vision Inspire Sacrifice in the Face of Chaos? |
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540 | (1) |
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Good News to the Last and Least: Do the Last and Least in Hard Places Recognize the Vision as Relevant, Good News? |
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541 | (1) |
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The Pursuit of Unity in Diversity: Does the Vision Invite All to Participate and Call All to Change? |
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542 | (1) |
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The Operating Model: Fostering Adaptive Leadership |
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543 | (3) |
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544 | (1) |
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544 | (1) |
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545 | (1) |
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545 | (1) |
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545 | (1) |
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546 | (1) |
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546 | (1) |
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Appendix: The Case of Coffee and Kids at the Edge of Chaos |
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547 | (7) |
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548 | (2) |
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550 | (1) |
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551 | (1) |
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552 | (1) |
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553 | (1) |
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553 | (1) |
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554 | (1) |
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554 | (5) |
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26 Social Entrepreneurship as a Performance Landscape: The Case of `Front Line' |
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559 | (1) |
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Definition of Social Entrepreneurship |
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560 | (2) |
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The Case of Front Line: Social Entrepreneurship in Human Rights |
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562 | (13) |
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1998-2001: Setting the context for the formation of Front Line |
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562 | (1) |
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2000-2001: Formation of Front Line |
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563 | (1) |
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2002-2003: Developing Front Line's mission and establishing the `Dublin Platform' |
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563 | (1) |
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564 | (1) |
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565 | (1) |
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565 | (1) |
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2004-2007: Governance, Performance and Legitimacy |
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565 | (1) |
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565 | (1) |
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Performance Measurement and Evaluation |
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566 | (1) |
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566 | (1) |
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Front Line and the Human Rights `Performance Landscape' |
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567 | (1) |
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The Argument for the `Performance Landscape' Framework |
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567 | (2) |
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The `Performance Landscape' for Human Rights NGOs |
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569 | (2) |
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Agents in the `System' of Social Entrepreneurship |
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571 | (3) |
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Summary Analysis of the Case as an Example of a Performance Landscape |
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574 | (1) |
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575 | (2) |
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576 | (1) |
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577 | (4) |
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27 Social Entrepreneurs Engage in Adaptation: Twin Virtues for Leading Complex Adaptive Systems |
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581 | (3) |
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The Aim of a Complex Adaptive System |
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|
584 | (9) |
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588 | (3) |
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591 | (2) |
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Maturing toward Greater Adaptability |
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|
593 | (2) |
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Lessons for the social entrepreneur |
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|
595 | (1) |
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|
595 | (4) |
| Index |
|
599 | |
