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As demonstrated by Indigenous and rural scholars, participatory research approaches can facilitate capacity building, promote data accessibility, and accomplish community goals within complex hydro...

Social entrepreneurs are driven to solve a particular social problem. Yet, they operate in a broad universe of stakeholders that expect the organization to at least not worsen a range of social ill...

This article explores the implications of top management team (TMT) diversity and identity in fostering an organizational environment that promotes social value creation. Upper echelon theory is in...

We visually investigate Viete's method for funding for the roots of the depressed cubic equation using transformations and complex plots from Sage to consider the three cases.

The Environmental Defense Fund (EDF) presents the idea of Zero Deforestation Zones (ZDZs) as a solution to implement private sector deforestation-free supply chain commitments by leveraging synergies between Jurisdictional REDD+, private sector initiatives, and governmental laws and regulations. Companies would source commodities that meet their deforestation commitments from jurisdictions implementing REDD+ programs, government monitoring systems, and functioning private sector initiatives. A definition of “zero deforestation” would be created through a multistakeholder process considering a number of different elements. ZDZs would align incentives between actors, generating multiple benefits for companies, governments, and local communities—including reduced costs of monitoring deforestation, low-risk areas for long-term investment, increased legal compliance, and conflict resolution between companies and local communities. Environmental integrity would also be improved because a larger area of forest w...

This paper uses the concepts of organizational fitness and fitness landscapes to examine management challenges that arise from social entrepreneurship efforts. Organizations pursuing social entrepreneurship must manage based on the need to ‘do no harm’ across all three tenets of sustainability: social equity, economic prosperity, and environmental integrity. These three tenets may be in conflict with each other, but organizations that pursue social entrepreneurship must manage with all three of them in mind across a wide range of stakeholders. Extending research on managing organizational fitness in rugged fitness landscapes, this paper argues that social entrepreneurship organizations will need to engage in substantial search processes, will face particularly difficult challenges in managing goals and initiatives, and will need to move into environmental search and adaptive modes early in their maturation process.