Skip to main content
SpringerLink
Log in

Creating Values for the Beneficiaries: Interplay of Opportunity Recognition, Resource Mobilisation (Resourcefulness) and Capabilities of Social Entrepreneurs

  • Chapter
  • First Online:
Book cover The Process of Social Value Creation

Part of the book series: Contributions to Economics ((CE))

  • 1335 Accesses

Abstract

This chapter explores how using their capabilities, social entrepreneurs identified opportunities, mobilised resources to solve social problems and created value for the beneficiaries. Therefore, this chapter throws light on the interplay of the dimensions of opportunity recognition, resourcefulness and capabilities of social entrepreneur/s in this process. It also focuses on the issue of continuity (sustainability), enhancement or expansion of services (scalability and replicability), finding new opportunities in the process of social value creation, problems associated with these issues, strategies used to face such problems and the measurement of social impact. After identifying opportunities and mobilising resources, social entrepreneurs initiated operations for social value creation. In order to achieve their social mission, they performed a series of actions and exhibited different entrepreneurial behaviours. The chapter also focuses on the influence of various contextual factors at different stages in the process of social value creation. It concludes the process of social value creation and presents different states involved in it. Based on findings, several patterns have been observed and propositions developed. At the end, synthesising all the propositions, the theoretical framework of social entrepreneurship is presented.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution

Institutional subscriptions

Notes

  1. 1.

    Manthan is derived from a Sanskrit word ‘Manthanam’, which means ‘to churn’. It is associated with Samudra (ocean in English) Manthan of Hindu mythology which produced divine nectar.

  2. 2.

    Amrit is a word, which is used in both Sanskrit and Hindi.. It refers to divine nectar. This word is also used in a mythological story of Hindus.

References

  • Alter SK (2006) Social enterprise models and their mission and money relationships. In: Nicholls A (ed) Social entrepreneurship: new models of sustainable change. Oxford, New York, pp 205–232

    Google Scholar 

  • Austin JA, Stevenson H, Wei-Skillern J (2006) Social and commercial entrepreneurship: same, different, or both? Entrep Theor Pract 30(1):1–22

    Article  Google Scholar 

  • Bandura A (1995) Exercise of personal and collective efficacy in changing societies. In: Bandura A (ed) Self-efficacy in changing societies. Cambridge, UK, pp 1–45

    Google Scholar 

  • Bandura A (1997) Self-efficacy: the exercise of control. Freeman, New York

    Google Scholar 

  • Bjerregaard T, Lauring J (2012) Entrepreneurship as institutional change: strategies of bridging institutional contradictions. Eur Manag Rev 9:31–43. doi:10.1111/j.1740-4762.2012.01026.x

    Article  Google Scholar 

  • Blundel R, Lyon F, Spence LJ (2011) Analysing the growth process in social enterprises: an historical perspective. Paper presented at the 3rd EMES international research conference on social enterprise, Roskilde (Denmark), 4–7 July. http://oro.open.ac.uk/29521/1/. Accessed 07 Feb 2013

  • Chandra A, Zulkieflimansyah (2003) The dynamic of technological accumulation at the microeconomic level: lessons from Indonesia—a case study. Asia Pac Manag Rev 8(3):365–407

    Google Scholar 

  • Dart R (2004) The legitimacy of social enterprise. Nonprofit Manag Leadersh 14(4):411–424

    Article  Google Scholar 

  • Dees JG (1998) The meaning of social entrepreneurship. http://www.fntc.info/files/documents/The%20meaning%20of%20Social%20Entreneurship.pdf. Accessed 20 Oct 2008

  • DeTienne D, Chandler G (2004) Opportunity identification and its role in the entrepreneurial classroom: a pedagogical approach and empirical test. Acad Manag Learn Educ 3(3):242–257

    Article  Google Scholar 

  • Dew N, Sarasvathy SD (2007) Innovations, stakeholders & entrepreneurship. J Bus Ethics 74(3):267–283

    Article  Google Scholar 

  • Domenico MD, Tracey P, Haugh H (2009) The dialectic of social exchange: theorizing corporate-social enterprise collaboration. Organ Stud 30(08):887–907

    Article  Google Scholar 

  • Dorado S (2006) Social entrepreneurial ventures: different values so different process of creation, no? J Dev Entrep 11(4):319–343

    Google Scholar 

  • Gartner WB (1985) A conceptual framework for describing the phenomenon of new venture creation. Acad Manag Rev 10(4):696–706

    Article  Google Scholar 

  • Gartner WB (1988) “Who is an entrepreneur?” is the wrong question. Entrep Theor Pract 13(4):47–68

    Article  Google Scholar 

  • Herranz J, Council LR Jr, McKay B (2011) Tri-value organisation as a form of social enterprise: the case of Seattle’s FareStart. Nonprofit Volunt Sect Q 40(5):829–849

    Article  Google Scholar 

  • Ireland RD, Hitt MA, Vaidyanath D (2002) Alliance management as a source of competitive advantage. J Manag 28(3):413–446

    Google Scholar 

  • Jain TK (2009) Discovering social entrepreneurship. Asia-Pac. Bus Rev 5(1):21–34

    Google Scholar 

  • Jones MB (2007) The multiple sources of mission drift. Nonprofit Volunt Sect Q 36(2):299–307

    Article  Google Scholar 

  • Kalantaridi C, Fletche D (2012) Entrepreneurship and institutional change: a research agenda. Entrep Reg Dev 24(3–4):199–214

    Article  Google Scholar 

  • Korosec RL, Berman EM (2006) Municipal support for social entrepreneurship. Public Adm Rev 66(3):448–462

    Article  Google Scholar 

  • Light PC (2006) Reshaping Social Entrepreneurship. Stanf Social Innov Rev 4(3):47–51. http://wagner.nyu.edu/performance/files/ReshapingSE.pdf. Accessed 02 Feb 2013

  • Ly P (2012) The effect of ownership in NGO’s commercial ventures. Ann Public Coop Econ 83(2):159–179

    Article  Google Scholar 

  • Mair J, Marti I (2006) Social entrepreneurship research: a source of explanation, prediction and delight. J World Bus 41:36–44

    Article  Google Scholar 

  • Martin M (2004) Surveying social entrepreneurship: toward an empirical analysis of the performance revolution in the social sector. http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1319499. Accessed 14 Feb 2012

  • McDonald RE (2007) An investigation of innovation in nonprofit organisations: the role of organisational mission. Nonprofit Volunt Sect Q 36(2):256–281

    Article  Google Scholar 

  • Mort GS, Weerawardena J, Carnegie K (2003) Social entrepreneurship: towards conceptualisation. Int J Nonprofit Volunt Sect Mark 8(1):76–88

    Article  Google Scholar 

  • Nicholls A (ed) (2006) Social entrepreneurship: new models of sustainable change. Oxford University Press, New York

    Google Scholar 

  • Nicholls J (2007) Why measuring and communicating social value can help social enterprise become more competitive. In: A social enterprise think piece for the Office of the Third Sector. http://evpa.eu.com/wp-content/uploads/2010/09/Why-measuring-and-communicating-social-value-can-help-social-enterprise-become-more-competitive.pdf. Accessed 16 May 2013

  • Organisation of Economic Cooperation and Development (OECD) (2005) Oslo manual. Guidelines for collecting and interpreting innovation data. OECD, Paris. http://epp.eurostat.ec.europa.eu/cache/ITY_PUBLIC/OSLO/EN/OSLO-EN.PDF. Accessed 10 June 2012

  • Ormiston J, Seymour R (2011) Understanding value creation in social entrepreneurship: the importance of aligning mission, strategy and impact measurement. J Soc Entrep 2(2):125–150

    Google Scholar 

  • Sarasvathy SD (2001) Causation and effectuation: toward a theoretical shift from economic inevitability to entrepreneurial contingency. Acad Manag Rev 26(2):243–263

    Article  Google Scholar 

  • Seelos C, Mair J (2005) Social entrepreneurship: creating new business models to serve the poor. Bus Horiz 48(3):241–246

    Article  Google Scholar 

  • Selsky JW, Parker B (2010) Platforms for cross-sector social partnerships: prospective sense making devices for social benefit. J Bus Ethics 94:21–37. doi:10.1007/s10551-011-0776-2

    Article  Google Scholar 

  • Shockley GE, Frank PM (2011) The functions of government in social entrepreneurship: theory and preliminary evidence. Reg Sci Policy Pract 3(3):181–198. doi:10.1111/j.1757-7802.2011.01036.x

    Article  Google Scholar 

  • Smith BR, Stevens CE (2010) Different types of social entrepreneurship: the role of geography and embeddedness on the measurement and scaling of social value. Entrep Reg Dev 22(6):575–598

    Article  Google Scholar 

  • Wei-Skillern J, Austin JE, Leonard H et al (2007) Entrepreneurship in the social sector. Sage, New Delhi

    Google Scholar 

  • Yujuico E (2008) Connecting the dots in social entrepreneurship through the capabilities approach. Socio-Econ Rev 6:493–513

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Centre for Social Entrepreneurship, School of Management and Labour Studies, Tata Institute of Social Sciences, Mumbai, India

    Archana Singh

Authors
  1. Archana Singh
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Archana Singh .

Rights and permissions

Reprints and permissions

Copyright information

© 2016 Springer India

About this chapter

Cite this chapter

Singh, A. (2016). Creating Values for the Beneficiaries: Interplay of Opportunity Recognition, Resource Mobilisation (Resourcefulness) and Capabilities of Social Entrepreneurs. In: The Process of Social Value Creation. Contributions to Economics. Springer, New Delhi. https://doi.org/10.1007/978-81-322-2827-1_9

Download citation

Publish with us

Policies and ethics

Search

Navigation