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Questions

  • 1. To what extent can a social enterprise play a role in regional development? What are the advantages and disadvantages of such an approach? Use evidence to support your answer.
  • 2. ‘Rowmania’ plays a significant part in the sustainable development of the Danube Delta region. Do you have examples of other social enterprises playing similar roles in different regions across the world?
  • 3. Leadership is a key part of a successful social enterprise, but how is the leader’s vision to be maintained once they leave?
  • 4. Can local communities be empowered to deliver sustainable tourism products? What support is needed for communities to be able to create and support successful social enterprises?
  • 5. How would you picture a social enterprise ecosystem model? Please sketch your own visual interpretation of one (the above case study can be used as a framework).

References

Alvord, S. H., Brown, L. D., & Letts, C. W. (2004). Social entrepreneurship and societal transformation: An exploratory study. The Journal of Applied Behavioral Science, 40, 260-282.

Battilana, J., Lee, M., Walker, J., & Dorsey, C. (2012). In search of the hybrid ideal. Stanford Social Innovation Review, 10, 51-55.

Defourny, J. (2009). Concepts and realities of social enterprise: A European perspective. Collegium, 38, 73-98. Retrieved June 29, 2015, from http://hdl.handle.net/2268/7096

Ebrahim, A., Battilana, J., & Mair, J. (2014). The governance of social enterprises: Mission drift and accountability challenges in hybrid organisations. Research in Organisational Behavior, 34, 81-100.

Grassl, W. (2012). Business models of social enterprise: A design approach to Hybridity. Journal of Entrepreneurship Perspectives, 1(1), 37-60.

Higgins-Desbiolles, F. (2006). More than an “industry”: The forgotten power of tourism as a social force. Tourism Management, 27(6), 1192-1208.

Holt, D., & Littlewood, D. (2015). Identifying, mapping, and monitoring the impact of hybrid firms. California Management Review, 57(3), 107-125.

Hoogendoorn, B., Pennings, E., & Thurik, R. (2010). What do we know about social entrepreneurship: An analysis of empirical research. Erasmus Research Institute of Management (ERIM). ERS-2009-044-ORG, pp. 1-39. Accessed May 20, 2016, from http://papers.ssrn. com/sol3/papers.cfm?abstract_id= 1462018

Horlings, L., & Marsden, T. (2011). Towards a real green revolution: Exploring the conceptual dimensions of a new ecological modernization of agriculture that could feed the world. Global Environmental Change, 21(2), 441-452.

Renter, J. O., O’Brien, L., Hockley, N., Ravenscroft, N., Fazey, I., Irvine, K. N., et al. (2015). What are shared and social values of ecosystems? Ecological Economics, 111, 86-99.

Marsden, T. (2012). Third natures? Reconstituting space through place-making strategies for sustainability. International Journal of Sociology of Agriculture and Food, 19(2), 257-274.

Megre, R., Martins, M. A., & Salvado, J. C. (2012). ES+ methodology: Mapping social entrepreneurship. ACRN Journal of Entrepreneurship Perspectives, 1(1), 97-110.

Orhei, L., Nandram, S. S., & Vinke, J. (2015). Social entrepreneurship competence: Evidence from founders of social enterprises in Romania. International Journal of Entrepreneurship and Small Business, 25(1), 80-105.

Orhei, L., Vinke, J., & Nandram, S. S. (2014). Are social enterprises in Romania EMES social enterprises? The Review of International Comparative Management, 15(2), 154-173.

Roy, M. J., McHugh, N., Huckfield, L., Kay, A., & Donaldson, C. (2014). The most supportive environment in the world? Tracing the development of an institutional ‘ecosystem’ for social enterprise. Voluntas: International Journal of Voluntary and Nonprofit Organisations, 26(3), 777-800.

Sharir, M., & Lerner, M. (2006). Gauging the success of social ventures initiated by individual social entrepreneurs. Journal of World Business, 41(1), 6-20.

Teece, D. J. (2012). Next-generation competition: New concepts for understanding how innovation shapes competition and policy in the digital economy. Journal of Law, Economics and Policy, 9(1), 97-118.

Turner, D., & Martin, S. (2005). Social entrepreneurship and social inclusion: Building local capacity or delivering national priorities. International Journal of Public Administration, 28 (9-10), 797-806.

Georgiana Els is Lecturer in Tourism and Events Management at Lincoln International Business School, University of Lincoln. She joined the University in 2013 after accumulating work experience within international tourism and events companies. Georgiana’s latest research interests focus on linking the field of social entrepreneurship with previous research interests in tourism business management, social media and risk management. She is involved in on-going research projects and activities in the areas of digital technology, destination management and social entrepreneurship in tourism.

Kevin Kane is Co-Director of Salford University’s Centre for Social Business. The Centre is the focus for activities in the University concerned with bringing business skills to third sector organizations and facilitating the growth of social businesses. He has research interests which focus on improving the management of social enterprises in order to enable them to cope with the difficult challenges they face in a funding constrained environment. He has organized University- led leadership and change management courses for the North West based Social Enterprises. In 2011, he was awarded a HEFCE Social Entrepreneur award.

 
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