AACSB

, 17

Ability

, 58–59

Academic entrepreneurship. See also Social entrepreneurship (SE)

, 3–5

Accounting

, 121, 127–128

and financial issues

, 139–140

Acquaintances

, 242–243

Active learning methodologies

, 16

Agglomeration

, 34

Agreed-upon protocol

, 8

Alignment

, 21–22

Alternate financial reporting mechanisms

, 64–65

AMBA

, 17

Anderson Darling (AD)

, 204

Archetypes of hybrid organizations

, 121–122

Aspire

, 56–57

Assembly Partners (AP)

, 124–126

Authentic cohesion

, 224–226

Bala Sport

, 77–78

Bandwidth

, 39

Bored capital phenomenon

, 44

Bounce back resilience

, 226

Bounce forward resilience

, 226

Bridging institutional entrepreneurship

, 56–57

Brundtland Report

, 196

BUILD Health Challenge

, 86–87

Business models. See also Sustainable business models (SBMs)

, 64–65, 121, 145, 196

of cooperatives

, 106–107

development

, 112

Capital dessert

, 34

Case cooperatives

, 113

Case method (CM)

, 16

Case study approach

, 57–58, 237–238

Causal identity

, 176

Christchurch earthquake

, 223

Chronosystem

, 80–81

Civil society

, 120

Civil society organizations (CSOs)

, 7–8

Close family and friends

, 241–243

Collaborations

, 83–84

Collaborative knowledge networks, effectiveness determinants of

, 21–24

Collaborative learning

, 20

Collective entrepreneurship

, 176–177

Collective marketplace

, 45

Commercial institutional logics

, 36–37

Community

community-level food system

, 81–82

of crowdfunders

, 237

resilience

, 226–227

spirit

, 222

Community equity

, 47–48

social venture scaling and

, 48–49

Community-based social enterprises (CBSEs)

, 98, 112–113

Comparative analysis of average ratings in two panels

, 204–205

Conflict resolution

, 62

Constant dialogue

, 111–112

Consulting services

, 54

Cooperatives

, 97–98

challenges of

, 130–133

Corporate social intrapreneurship

, 26

Corporations

, 134–135

Cosmopolitanization

, 218

Covid-19

crisis

, 54, 83–84

global pandemic (2020)

, 221

pandemic

, 234

Cranfield Network on International Human Resource Management (CRANET)

, 25

Cross-sector collaborations

, 12–13

Crowdfunders

, 235

community of

, 237

Crowdfunding

, 234–235

social entrepreneurship and

, 236–237

CSR

, 152

Decent work

, 115–116

Decision-making and leadership

, 183–184

Delphi method

, 200

Disability solutions

, 58–59

Disasters

, 217–218, 226

background and literature on social entrepreneurship role during

, 219–220

disaster-induced stress

, 227–228

disasters, social inequalities, and social entrepreneurship

, 221–222

and social entrepreneurship

, 218

Distressed communities, scaling social ventures in

, 41–47

Diversification

, 155–156

Diversity

, 27

Due diligence process

, 8–9

Durable network

, 41

Echelons theory

, 174–175

Ecological systems theory

, 80–81

Economic development

, 34

Economic growth

, 111–112

Education

, 3

Effectiveness determinants

, 4, 13

alignment and motivation

, 21–22

of collaborative knowledge networks

, 21–24

financial sustainability

, 24

governance

, 23

leadership

, 22

productivity

, 22–23

self-evaluation, self-improvement, and mutual learning

, 23

social capital

, 22

supporting partners

, 23–24

Embedded management practices

, 2

Emergency entrepreneurship

, 224

Emma Safety Shoes (ESS)

, 124–126

Entrepreneurial actions

, 220

Entrepreneurial innovation

, 5

Entrepreneurial origins

, 5–6

Entrepreneurial process

, 64

Entrepreneurial team

, 173, 179–180

Entrepreneurial ventures

, 57, 234

Entrepreneurs

, 119–120

Entrepreneurship

, 34, 54, 152

Environmental sustainability

, 195

EQUIS

, 17

European and Social Innovation Programme (EaSI)

, 196

Exosystem

, 80–81

Expanding food delivery platforms

, 80–81

Expanding SE context

, 25

Experiential learning

, 16

Experts’ ratings

, 204–205, 208

Exploratory analysis

, 200

Extraordinary environmental turbulence

, 83–84

Family businesses, challenges of

, 130–133

Federally qualified health centers (FQHCs)

, 86–87

Figloan

, 77–78

Financial capital

, 33–35, 37, 39, 44–45

Financial crisis

, 236

Financial risk

, 198

Financial sustainability

, 17–18, 24

Food and nutrition sensitive actions

, 80–81

Food assistance programs

, 82–83

Food for Change program

, 78–79, 84, 87

food insecurity and interlinkages

, 79–82

lessons for social entrepreneurs

, 87–91

limitations and further research

, 92

organizational responses to interlinked social problems

, 82–84

Food insecurity

, 78–79

and interlinkages

, 79–82

Food Rx program

, 87

Food-insecure adults

, 80

Force majeure event

, 217–218

Founders team

, 173

Founding team

, 173

Freerange Press

, 223–224

Friesland Campina

, 137–138

Fully state-owned organization

, 135–137

Fundacion Getulio Vargas (FGV)

, 8–9

Fundraising activities

, 54

Gateway Arts Center/Art Connection Studio

, 59–60

Gazelle-type social ventures

, 36

Gender

, 182–183

Gender equality

, 98, 111–112

Gender Equality Report

, 99–100

Global Entrepreneurship Monitor (GEM)

, 181

Global Project Partners (GPP)

, 102

Google Scholar

, 173

Governance

, 23, 182–183

Governments view cooperatives

, 97–98

Harvard Business Publishing (HBP)

, 8

Harvard Business School (HBS)

, 5, 23

Helper network

, 235, 241, 243, 245–246

characteristics

, 244–245

motivation for contribution

, 243–244

Heterogeneous crowd

, 236–237

Hiring and employee involvement

, 127, 139

Houston Food Bank

, 78–79, 82–83, 85

Human capital

, 33–34, 37, 39–40, 46

Human rights abuses

, 77–78

Human services organization

Ability

, 58–59

Vinfen

, 59–60

Humility by organizational leaders

, 91

Hybrid enterprises

, 36–37

Hybrid organizations

, 56–57, 98, 119–120

archetypes of

, 121–122

Hybridity

, 36–37, 120

Hybridization

, 121

accounting and financial issues

, 139–140

archetypes of hybrid organizations

, 121–122

balancing social enterprises

, 127–130

case studies

, 124, 126–127, 137

challenges of cooperatives and family businesses

, 130–133

corporations

, 134–135

future directions

, 140–141

future outlook

, 140

hiring and employee involvement

, 139

leadership

, 138–139

mission and managing divergent goals

, 138

movement

, 119

organizational challenges

, 122–124

partly or fully state-owned

, 135–137

Identified crowdfunding campaigns

, 238

Identity

, 184–185

conflict

, 64–66

Import financial capital

, 44

In-depth case studies

, 57–58

Inclusive businesses

, 13

Inclusiveness

, 27

Indigenous entrepreneurship

, 27

Individual level SE

, 157–158

Individual rights

, 66

Individualization

, 218

Inequality

, 35, 221

Initial research cycle

, 7–11

consolidation and increased productivity

, 9–10

expansion

, 8–9

growing credibility and leveraging network capabilities

, 10

moving beyond seed capital

, 10

network’s cumulative output

, 11

new knowledge frontier

, 9

new member, new topic, new approach

, 10–11

Innovation

, 5–6

Innovative enterprise-based solutions

, 54

Input–Mediator–Output–Input framework (IMOI framework)

, 178

Institutional complexity

, 55–57

Institutional entrepreneurship

, 139

Institutional level SE

, 159

Institutional logics

, 36–37, 56

Institutional strengthening

, 16–18

Institutionalization process

, 17–18

Instituto Centroamericano de Administración de Empresas (INCAE)

, 6

Instituto de Estudios Superiores de Administración (IESA)

, 8–9

Instituto Tecnológico de Monterrey Business School (EGADE)

, 6

Inter-American Development Bank (IADB)

, 8

Interinstitutional and cross-sector collaboration

, 26

Internal team processes

, 183

International academic research networks

, 2

International alliances

, 97–98

International research collaboration (IRC)

, 2

advancing field through

, 2–4

benefits and challenges of

, 4, 18, 21

International team dynamics

, 20–21

Intrapreneurship. See Institutional entrepreneurship

Isomorphic phenomena

, 56

KEDV

, 98, 102, 111–112

Key performance indicators (KPIs)

, 131

Knowledge

acquisition

, 107–108

dissemination

, 13–16

generation

, 6, 11, 13

outcomes

, 3

Knowledge Impact Assessment model

, 18

Knowledge network. See also Helper network

, 3

assessing performance of

, 4, 11, 18

benefits and challenges of IRC in

, 18–21

institutional strengthening

, 16–18

knowledge dissemination

, 13–16

knowledge generation

, 11–13

properties

, 3

Krismon financial crisis (1997–1998)

, 227

Lead entrepreneur approach

, 178–179

Leader passion

, 198

Leadership

, 22, 66, 127, 129–130, 133, 138–139

decision-making and

, 183–184

Learning experiences

, 107–108

Lebanese social ventures

, 174

Legitimacy conflict

, 67–68

Level of analysis

, 3

Liability of newness

, 34

Location

, 34

Macro level

business

, 145

crises

, 236

Macrosystem

, 80–81

Management

, 121

science

, 152

Market

, 120

acceptance

, 36–37

market-based frameworks

, 55–56

market-based hybrid enterprises

, 120

Meso level business

, 145

Mesosystem

, 80–81

Micro level business

, 145

Microsystem

, 80–81

Mission tension

, 27

Mobilizing social entrepreneurship

background literature

, 235–237

data analysis

, 241

data collection

, 238–240

findings

, 241–246

helper network

, 241–243

method

, 237–240

social entrepreneurship and crowdfunding

, 236–237

Motivation

, 21–22

Mutual learning

, 23

Negotiating conflicts

, 68–69

Network

, 18

development

, 7

New venture team

, 173

Nonconventional financial transactional data

, 77–78

Nongovernmental organizations (NGOs)

, 12–13, 97–98, 120–121

Nonlocal financial capital

, 44

Nonprofit management

data analysis

, 61–62

data collection

, 60–61

dominant commercial logic at SSEs

, 71

findings

, 62–69

future research directions

, 73–74

identity conflict

, 64–66

legitimacy conflict

, 67–68, 72

methods

, 57–62

negotiating conflicts

, 68–69

nonprofits, social enterprise, and institutional complexity

, 55–57

operating social entrepreneurial ventures

, 69–70

PNPO–SSE dyads

, 73

research setting

, 58–60

vision/mission conflict

, 66–67

Nonprofit organizations (NPOs)

, 54, 82–83, 112

Nonprofits

, 35

enterprises

, 36–37

social enterprise

, 42, 45–46

Not-for-profit journals

, 152

20 Nuevos Soles project

, 16

Nutrition specific actions

, 80–81

Off-the-shelf solutions

, 36

Open-ended semistructured interviews

, 237–238

Opportunity

, 5–6, 34

Organization studies

, 152

Organizational environments

, 56

Organizational forms, SE and

, 28

Organizational leaders

, 84

forethought, courage, and humility by

, 91

Organizational leadership

, 79

Organizational legitimacy

, 72

Organizational level SE

, 158–159

Organizational scholars

, 83–84

Organizational theories

, 83

Panel of experts

design of questionnaire with

, 202

ratings of

, 205–207

in social entrepreneurship

, 196

Parent nonprofit organization (PNPO)

, 57–58, 69

Partly state-owned organization

, 135–137

Partnership selection

, 84

Path dependency

, 131

Pattern matching

, 62

Pepsi Act

, 58–59

Personnel cost

, 128

Physical capital

, 33–34, 37, 39, 45

Postdisaster entrepreneurial ventures

, 227

Poverty

, 111–112

in developing countries

, 234

Private organizations

, 120–121

Process–Output framework

, 178

Productivity

, 22–23

Profit-oriented organizations

, 119–121

Profitability

, 196

Property rights

, 35

Public health researchers

, 80–81

Public policy

, 36–37

Public social intrapreneurship

, 26

Qualitative case study

, 235

analysis

, 102

qualitative case study–based approach

, 237–238

Rabobank

, 129

Rataplan

, 128

Reconciling divergent logics spheres

, 68–69

Regenerative enterprise

, 27

Regional economic development

, 34

Rehabilitation Act

, 58–59

Research agenda on SETs

, 187

Research cycle theme

, 7–8

Research methodology

, 8

Researchers

, 79–80

Resilience

, 226

Resource accumulation in social ventures

, 37–41

Resource-based view

, 197

Sampling strategy

, 102

Scalability

, 110–111

Scaling

deep

, 155–156

down

, 155–156

financial capital

, 44–45

human capital

, 46

illustrative case

, 42–47

out

, 155–156

physical capital

, 45

social capital

, 46–47

in social ventures

, 37–41

social ventures in distressed communities

, 41–47

strategies

, 154–157

Scattergun approach

, 198

Self-advocacy

, 66

Self-determination

, 66

Self-evaluation

, 23

Self-improvement

, 23

Service learning

, 28

Service-based social ventures

, 39

Shared value

, 91

Ship2B Foundation

, 16

Skepticism

, 234

Skoll Foundation

, 195

Social, Environmental and Ethical content (SEE content)

, 16

Social bricolage

, 222

Social businesses

, 137

Social capital

, 22, 33–35, 37, 40–41, 46–47

Social collaborations

, 84

Social enterprise education

, 3

Social Enterprise Initiative (SEI)

, 5

Social Enterprise Knowledge Network (SEKN)

, 3

entrepreneurial origins

, 5–6

evolution

, 4, 7

mission, strategy, and Theory of Change

, 6–7

Social enterprises

, 5, 36–37, 55, 57, 173

Social entrepreneurial business models

, 145

Social Entrepreneurial Crowdfunding Campaign 1 (SECC1)

, 238–240

Social Entrepreneurial Crowdfunding Campaign 2 (SECC2)

, 240

Social Entrepreneurial Crowdfunding Campaign 3 (SECC3)

, 240

Social Entrepreneurial Crowdfunding Campaign 4 (SECC4)

, 240

Social entrepreneurial identity

, 184

Social entrepreneurial organization (SEO)

, 98, 111–112

social innovation in

, 99–100

Social entrepreneurial scaling

, 41

Social entrepreneurial teams (SETs)

, 173–174, 179

decision-making and leadership

, 183–184

formation

, 180–181

gender

, 182–183

identity

, 184–185

operational definition of

, 178–179

research topics

, 179–186

reviewing extant literature

, 174–178

size and extended team

, 181–182

turnover

, 185–186

Social entrepreneurs (SEs)

, 77–78, 87, 91, 145, 197–198, 218, 235–236

challenges of

, 157, 159, 171–172

forethought, courage, and humility by organizational leaders

, 91

importance of treating clients holistically

, 88–89

individual level

, 157–158

institutional level

, 159

organizational level

, 158–159

ratings

, 204–205, 208

ratings of panel of

, 207–208

solving interlinked social problems through partnerships

, 89–91

Social entrepreneurship (SE)

, 2, 27, 33–34, 54–56, 173, 196, 217–218

as “acts of solidarity” to cope with disaster-induced stress

, 227–228

as “acts of solidarity” to increase persistence of authentic cohesion

, 224–226

as “acts of solidarity” to meet critical and noncritical needs

, 222–224

as “acts of solidarity” to promote community resilience

, 226–227

as acts of solidarity

, 218

advancing field through international research collaboration

, 2–4

assessing performance of knowledge networks

, 11–18

background and literature on role

, 219–220

benefits and challenges of IRC in knowledge networks

, 18–21

comparative analysis of average ratings in two panels

, 204–205

comparative analysis of both panels’ ratings

, 208–209

corporate and public social intrapreneurship

, 26

and crowdfunding

, 236–237

design of questionnaire with panel of experts

, 202

disasters, social inequalities, and

, 221–222

effectiveness determinants of collaborative knowledge networks

, 21–24

evolution of SEKN

, 4–7

expanding SE context and theory knowledge base

, 25

experts’ and social entrepreneurs’ ratings

, 204–205, 208

further avenues for future SE research

, 24–28

inclusiveness and diversity

, 27

initial research cycle

, 7–11

interinstitutional and cross-sector collaboration

, 26

method

, 200–205

mission tension

, 27

in modern society

, 35–36

obstacles to

, 201

and organizational forms

, 28

results

, 205–209

social innovation

, 27

state of SE practice

, 25–26

sustainability, and regenerative enterprise

, 27

theoretical framework

, 198–200

university programs

, 26

Social goals, achievement of

, 108–110

Social identity theory

, 175–176

Social impact

, 147–148

challenges of social entrepreneur

, 157–159

future directions

, 160–163

methodology

, 152–154

results

, 154–159

SBMs

, 148–152

scaling in searched literature

, 161

scaling strategies

, 154–157

Social inequalities

, 221–222

Social innovation

, 27, 99

outcomes and scalability

, 102

in SEO

, 99–100

Social institutional logics

, 36–37

Social problems

, 77–78

Social return on investment

, 146

Social space

, 86, 88

Social sustainability

, 195

Social value creation

, 173

Social ventures

, 33–34, 176–177, 234

capitalists

, 180–181

framework for scaling

, 36–41

scaling and community equity

, 48–49

scaling and resource accumulation in social ventures

, 37–41

scaling of

, 47–48

scaling social ventures in distressed communities

, 41–47

social entrepreneurship in modern society

, 35–36

theoretical review

, 34–36

Social welfare logics

, 56

Social workers

, 79–80

Social-ecological model

, 80–81

Social-oriented enterprises (SEs)

, 120

Social-oriented organizations

, 119

Societal triangle

, 120–121

Solidarity

, 220

Sovereign debt crisis

, 226

Start-up team

, 173

State

, 120

Strangers

, 242–243

Subsidiary social enterprises (SSEs)

, 55

Supplemental Nutrition Assistance Program (SNAP)

, 81–82

Supporting partners

, 23–24

Sustainability

, 27

Sustainable business models (SBMs)

, 10, 146–148, 152, 195

requirements of

, 150–151

Sustainable development

, 196

Tabula rasa hiring approach

, 137

Talent life cycle

, 69

Team

composition

, 174–175

entrepreneurship

, 176–177

The Colour Kitchen (TCK)

, 126

Thematic analysis

, 241

Theory knowledge base

, 25

Theory of Change

, 6–7, 16–18

Timing

, 224

Tony’s Chocolonely (TC)

, 128

Top management team (TMT)

, 173

Traditionally profit-oriented enterprises

, 120

Triodos Bank

, 129

Turkey, women’s cooperatives in

, 100–102

Turkish social entrepreneurial organization

, 98, 110

Turnover

, 185–186

UJC. See Nonprofit social enterprise

Urban poverty

, 35

US Department of Agriculture (USDA)

, 79

Vertical leadership

, 183

Vinfen

, 59–60

Virtual infrastructure

, 39

Vision/mission conflict

, 66–67

Vocational Proficiency program of Syrian and Turkish Women (TAMEB)

, 102, 108

Vulnerability bearers

, 78–79

Wenchuan earthquake

, 222–223

Wi-Fi

, 39

Wilcoxon test

, 204

Win-win solution

, 88–89

Women, Infants, and Children (WIC)

, 81–82

Women’s cooperatives

, 113

achievement of social goals

, 108–110

business model of cooperatives

, 106–107

community-based social enterprises

, 112–113

data analysis

, 105–106

data collection

, 104–105

findings

, 106–111

implications for future research

, 114–115

knowledge acquisition and learning experiences

, 107–108

research methodology

, 103–106

research setting and sample cases

, 103–104

scalability

, 110–111

social entrepreneurial organization

, 111–112

social innovation in SEO

, 99–100

social innovation outcomes and scalability

, 102

theoretical background

, 99–102

in Turkey

, 100–102

Turkish social entrepreneurial organization

, 110

Women’s empowerment

, 98

World Economic Forum

, 195

World Trade Center attack

, 221

Youth microfranchising

, 176–177