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Social entrepreneurship represents a transformative approach to business, combining entrepreneurial principles with a commitment to social good. It differs from traditional entrepreneurship by prioritizing social value over profit. Social entrepreneurship integrates economic viability with a commitment to solving societal challenges. This paper examines the definition and essential components of social entrepreneurship, which include a social mission, innovation, financial sustainability, and scalability. To this ends, the author employed a qualitative research method. Drawing from theoretical perspectives such as stakeholder theory, triple bottom line, and institutional theory, the results of the study provide a comprehensive understanding of how social entrepreneurs innovate to address social issues. Also, they show the hybrid nature of social entrepreneurship, positioned at the intersection of the for-profit and non-profit sectors.

PurposeWe undertook a study to evaluate the current state of pedagogy on antiracism, including barriers to implementation and strengths of existing curricula, in undergraduate medical education (UME) and graduate medical education (GME) programs in US academic health centers.MethodsWe conducted a cross-sectional study with an exploratory qualitative approach using semistructured interviews. Participants were leaders of UME and GME programs at 5 institutions participating in the Academic Units for Primary Care Training and Enhancement program and 6 affiliated sites from November 2021 to April 2022.ResultsA total of 29 program leaders from the 11 academic health centers participated in this study. Three participants from 2 institutions reported the implementation of robust, intentional, and longitudinal antiracism curricula. Nine participants from 7 institutions described race and antiracism-related topics integrated into health equity curricula. Only 9 participants reported having "adequately trained" faculty. Participants mentioned individual, systemic, and structural barriers to implementing antiracism-related training in medical education such as institutional inertia and insufficient resources. Fear related to introducing an antiracism curriculum and undervaluing of this curriculum relative to other content were identified. Through learners and faculty feedback, antiracism content was evaluated and included in UME and GME curricula. Most participants identified learners as a stronger voice for transformation than faculty; antiracism content was mainly included in health equity curricula.ConclusionsInclusion of antiracism in medical education requires intentional training, focused institutional policies, enhanced foundational awareness of the impact of racism on patients and communities, and changes at the level of institutions and accreditation bodies.

• Previous work on social mission hasn't included associate degree nursing education. • Social mission is prevalent in associate degree nursing and varies by program type. • Future focus should include leadership diversity, pathway programs, and community. "Social mission" is the contribution of a health profession's school in advancing health equity and addressing the health disparities of the society in which it exists. This study aimed to understand the state of social mission in associate degree nursing (ADN) programs, and how performance varies across program types. About 533 programs that were members of the Organization for Associate Degree Nursing were invited to fill out an ADN-specific version of the previously developed Social Mission Metrics survey. Survey responses were analyzed using analysis of variance (ANOVA) and t-tests. Forty-four programs completed the self-assessment. The majority reported having curricular content on the topics of social determinants of health, LGBTQ health, advocacy, and public health (72%-95%). Most programs had no holistic admission policy (63%) and did not require anti-bias training for admission committees (54%). Pathway programs were more common among public (76%) than private schools (33%). Greater focus should be placed on topics including admission policies, leadership diversity, and community involvement to enhance the social mission of ADN programs. [Display omitted] [ABSTRACT FROM AUTHOR]

Medical schools with social missions have the potential to increase minority student interest in health disparities research. In previous work, the authors looked at the missions of medical schools to determine if they were associated with minority student representation. In this paper, the authors look at the representation of full-time faculty and senior leaders who are underrepresented in medicine in US medical schools. This study included all MD-granting medical schools in the US with available data on mission statement Social Mission Content (SMC) and faculty demographics. Data were analyzed for representation of faculty underrepresented in medicine (URM) among all faculty, among junior as compared to senior faculty, and among department chairs. In the 2013 data, Pearson correlation coefficients were calculated to characterize the association between SMC and contemporaneous URM faculty representation. In the 2014–2020 data, hierarchical linear models were used to estimate the association between SMC and the annual rate of change in URM faculty representation. In 2013, URM faculty accounted for 7.4% of all faculty at the median medical school, increasing to 8.4% in 2020. As of 2013, URM representation among junior faculty was 9.2% at the median school, 5.6% among senior faculty, and 4.3% among department chairs. The authors found a slow increase in the percentage of URM faculty members (but not department chairs). This trend did not vary between schools with lower vs. higher emphasis on a social mission (based on the mission statement). The increase in chair representation was determined to be associated with the type of the school, whether historically Black or Puerto Rican, and not precisely its mission. [ABSTRACT FROM AUTHOR]

This study explores the challenges and prospects of implementing the Third Mission (TM) of Ukrainian higher education institutions (HEIs) amidst the Russian-Ukrainian conflict. Utilising a qualitative research approach, data were collected from eight Ukrainian HEIs participating in the Erasmus+ project “Community Universities: Strengthening Cooperation”. Findings reveal a lack of legislative clarity regarding TM, hindering its uniform implementation across institutions. Despite this, Ukrainian universities strongly commit to community engagement, with collaborative efforts to address societal needs. The study highlights the urgent need for legislative strengthening of TM and enhanced collaboration with communities to bolster the resilience of HEIs in conflict-affected contexts. [ABSTRACT FROM AUTHOR]

Social enterprises (SEs) are mission-driven organisations that pursue both (1) financial independence from grants and charity by achieving at least small profitability, and (2) positive social and / or environmental impacts. While the two objectives are mostly framed as contradictory in the recent literature, in this research we scrutinise this assumption. We examine how mission internalisation (MI) by employees impacts on employee mission engagement (EME) and how EME is related to perceived social mission achievement (PSMA) and perceived organisation performance (POP) within the social enterprise setting. A sample of 143 social enterprises was used to confirm the scale and validate the model using structural equation modelling. The findings reveal that MI impacts on EME and that EME, as expected, is related to organisational outcomes: PSMA and POP. Given that PSMA fully mediates POP, we conclude that the social and economic objectives are fully compatible when the social mission is placed at the centre. Furthermore, POP cannot be achieved without PSMA. The lesson learnt is that the social mission works if it is truly internalised. By focusing on mission internalisation, SEs can prevent tensions among social and economic goals. While hybridity (focus on social and economic ends) is what describes the mission in an SE, the majority of articles still focus on achieving just one end. We provide a conceptual model (and its empirical validation) of how social organisations achieve both social objectives and business objectives. [ABSTRACT FROM AUTHOR]

We interviewed 21 board chairs of nonprofits with social missions to ask how their organizations assess performance when they cannot adequately track the intangible work by employees or the outcomes of this work. We find that the uncertainty around tracking performance data makes boards skeptical of their ability to assess performance in these organizations. Our study suggests that the skepticism of these boards inspires effective strategies focused on decreasing uncertainty around performance. These strategies include tracking a combination of quantified data, process data, and narratives from employees and clients, and ensuring specific board processes that foster a psychologically safe environment for discussion and checking against cognitive biases. We find boards in these organizations to be aware, engaged, and effective at assessing performance and we suggest that policy makers can be better informed by accessing the knowledge and strategy used by these boards. [ABSTRACT FROM AUTHOR]

The paper aims to shed light on the concept of social entrepreneurship by examining its key aspects and main characteristics, the legal forms under which this business model can be implemented, as well as the challenges that social entrepreneurs face. The study found that social entrepreneurship is a process of creating organisations that have both an economic and a social purpose. They apply a traditional entrepreneurial approach to tackling pressing social problems that are unattractive to the private sector or overwhelming for public administration. This mission drives every decision or activity they make, but that does not mean they do not strive to generate revenue. The latter is necessary in order to reinvest in the accomplishment of social, economic and environmental results, as well as the achievement of sustainability when combining a social mission with a productive business venture. [ABSTRACT FROM AUTHOR]

This study unpacks how responsible leadership driven by a social mission can accomplish both social objectives and financial goals to support an organization's survival. We focus on a social enterprise in the healthcare industry in China and examine how it balances its social mission and economic goals by enlarging the capacity of medical institutions and providing high-quality services to a high number of patients. Through our analysis of the case firm, we reveal the motivation and actions of an entrepreneur in establishing a socially responsible firm and the social implications of responsible leadership in operating such an enterprise. We provide an important supplement and extension to the work of Smith and Besharov (2019) by demonstrating how a responsible leader in China manages the process of balancing social and economic goals. We further contribute to the understanding of how a socially responsible firm can improve the healthcare industry and the reform of China's healthcare. [ABSTRACT FROM AUTHOR]

This paper deeply analyses the latest strategies for enhancing the management system of higher education institutions. This study sets out the importance of the management system of higher education institutions (HEIs); (b) states the leading-edge strategies for modernizing the management system of HEIs; (c) calls attention to changing the mindset of the university pedagogical staff and leaders and using broader methods in reforming management system of HEIs; (d) suggests further approaches for superior academic outcomes. This study gathered data through field trip HEIs observations, interviewing HEIs rectors, lecturers, and university staff, and analyzing available data. The qualitative research findings reveal dissatisfaction with the present strategies and leading to poor academic achievements in the HEIs of Uzbekistan. Meanwhile, within the framework of the article, based on the methods of analysis and synthesis, generalization, and deduction, the main features and elements of the university management system, as well as current approaches to the management of a modern university, will be studied. Found data shows that improper infrastructure of government expenditure on education, low salary, and limited quota in pedagogical universities lead to a shortage of teachers and poor academic achievements.

The purpose of this research is to demonstrate that SE must be ethically developed and managed, especially, SE hybrid organizations (SEHOs), to avoid the mission-drift, to sustain the very existence and purpose of these entities. Research aims to present that interrelated concepts of principled leadership (PL) and business ethics (BE), are innovative models of ethical development and management for SE hybrid organizations (SEHOs). This research is of a descriptive nature, a deductive approach and a quantitative survey design. Cross-sectional online questionnaire and non-profit questionnaires are delivered via email to SEHVs selected according to specific research criteria. Research results confirm that principled leadership (PL) and business ethics (BE), are innovative models of mission-drift avoidance in SEHV development and management, making a clear distinction between the two phases, resulting in organizational sustainability. Adopting principled leadership (PL) and business ethics (BE), allows SEHVs to successfully establish and manage these ventures with mission-drift avoidance, prioritizing and advancing their social missions, contributing to social and economic development, solving a predominant number of world's problems. [ABSTRACT FROM AUTHOR]

Copyright of Cuaderno de Pedagogia Universitaria is the property of Pontificia Universidad Catolica Madre y Maestra and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The audiovisual, as an efficient means of informing the masses, as a coordinator, to a certain extent, of the public life, also has the function of culturalizing the masses , propogating ideas, valuable experiences, ethical principals. The article makes references both to the mission of TV journalists, and to some deficiences in verbal behaviour regarding speech technique (vocal conduct, breathing, diction, emphasis...). In addition to objections, some professional suggestions are made.

The Russian aggresion against Ukraine became a new reality in the XXI century and definitely shook the whole World. New realities are forcing all spheres of science and practice to work harder and develop, that is why philosophers of law are tended to call war “the driving force of progress”. Our modern life in the condition of war proves, that the technical and scientific progress as it is, is created and developed on thousands and millions of destroyed human lives. But, in order to make a warring society to move successfully forward, save as many innocent lives as possible and meet basic needs of a particularly vulnerable polutation, it is not only army, which is supposed to work for 100%, but also “home front workers” has to try harder. The current war has dimished an understanding of difference between quintiles of population, especially, if we are taking into account differences between beneficiaries of the Affordable Medicines Program (AM). At the beginning of the War, all beneficiaries of the AM, despite of level of their well-being had to suffer equally because of the short-term period of medicines’ shortage due to destroyed infrastructure of cities and regions. They were afraid that those highly necessary medicines would not return to the pharmacies neither in the sphere of the AM, nor even for normal sale. Because of the aforementioned force-majeure, most of people were not even assured that their basic needs will be met, especially were worried those ones, who have been active users of the AM for a long period of time. However, despite of the aforementioned destruction of the insfrastrucutre, the commons fears and dangers of war, the AM has not stopped working. On the contrary, it has become even more successful and progressive. The need to react quickly to the circumstances that took place, forced to achieve long-term plans of the AM creators in a very short time. Thus, the pilot program has finally fit into the general outline of the life support and health care system of Ukraine and became perhaps the most progressive in the whole Europe. But, nevertheless, the progress is definitely not standing still, the situation remains critical, the humanitarian catastrophe is becoming more and more real today, and, thus, the AM opens new promising ways of development for the coming month and years. In fact, our study was devoted to the analysis of the changes that took place since February 24, 2022, as well as promising directions for the development of AM, which are mostly dictated by the newly created humaniatrian crises in the current article.

Intrapreneurship (i.e., entrepreneurship arising within established organizations) is key to the development of the entities that generate it. This is why highly positive results have been attributed to it. This construct has been analyzed for more than three decades; however, social intra-entrepreneurship, which arises from the need of companies to be recognized as entities that generate social value from their mission, still lacks sufficient scientific background. Therefore, for the first time, this study empirically evaluates social mission and business ethics as determinants of social intrapreneurship. A questionnaire was used to gather data from 603 professionals from different Baja, California, and Mexico companies. Among the data analysis techniques, descriptive statistics were used to verify the univariate composition of the data, and inferential statistics were used to determine the reliability and validity of the measurement scales. The data indicate a highly significant relationship between corporate social mission and social intrapreneurship; however, the data indicate that business ethics is not related to acts of social intrapreneurship. [ABSTRACT FROM AUTHOR]

Nursing schools need to provide students with the appropriate tools to develop competencies and resources to actualize moral courage to advance health equity and center social mission. The purpose of this study was to describe six nursing programs that exemplify a variety of ways that social mission goals are pursued in different contexts. Using a case study approach, we selected nursing schools that excelled in at least one of the following social mission domains: education program, community engagement, governance, diversity & inclusion, institutional culture & climate and research. We conducted video interviews with the administration, faculty and students. Main themes were: (1) central university/college commitment; (2) allocation of school resources; (3) faculty buy-in; (4) community partnerships; and, (5) an institutional culture of inclusion. While each school approaches social mission differently, there are commonalities across cases including a number of necessary factors for schools to advance their social mission goals. • Nursing schools must teach and role model social mission to advance health equity. • University/college commitment and faculty buy-in of social mission programs is key. • Allocation of funds and protected time for social mission programs is necessary. • Long-term, sustainable and mutually beneficial community partnerships are vital. • Institutional culture prioritizing diversity, inclusion and equity sets the tone. [ABSTRACT FROM AUTHOR]

An increasing number of social ventures are for-profit companies (i.e., for-profit social ventures) that seek to advance a social cause while making a profit. In a series of seven studies, this research investigates consumer support for organizations as a function of their social mission and profit orientation. The impact of profit orientation on consumer support depends on the prominence of the organization's social mission. For organizations with a prominent social mission, profits are interpreted as a signal of greed; absent a prominent social mission, a for-profit orientation can instead imply greater competence. As a result, consumer support of for-profit social ventures suffers in comparison to both nonprofits and traditional for-profits--a downside to the organizational benefits of for-profit social ventures identified in prior research. In addition, this research investigates organizational factors--including excessive organizational spending, profit perceptions, and operational efficiency cues--that alter greed perceptions and consequently support for for-profit social ventures. Together, this research sheds light on consumer reaction to organizations that support social causes, with implications for the social venture marketplace, including the nonprofit versus for-profit quandary faced by social entrepreneurs. [ABSTRACT FROM AUTHOR]

Copyright of Informe Gepec is the property of Informe Gepec and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Social enterprises, promising organizations for solving societal problems with innovative approaches, rely upon their members' active roles for workplace innovation. However, we still have a limited understanding about how social enterprises can foster employees' endeavors for innovation. By focusing on employee learning and innovative behavior, we investigate the influences of perceived social mission, value congruence, and human resource management (HRM) practices in social enterprises. We conducted two complementary studies to answer our research questions. In Study 1, with a survey of 369 employees from 68 social enterprises, we examined a multilevel moderated mediation model with firm‐level and individual‐level data. We found that perceived social mission promoted learning and innovative behavior by increasing value congruence, and that commitment‐based HRM practices enhanced the overall process from mission to employee efforts for innovation. In Study 2, with 300 daily surveys from 60 employees participating in an experience sampling study, we found that those with high‐value congruence showed a significantly more stable pattern with less variance in innovative behavior than in learning behavior. Our study adds novel implications to the underdeveloped literature on employee innovation and HRM in social enterprises by uncovering the positive effects of social mission and value facets for boosting learning and innovative behaviors. Our research also suggests that social enterprises should benefit from pursuing and emphasizing the social mission and commitment‐based HRM bundle together, which will promote the prosperity and well‐being of business and society. [ABSTRACT FROM AUTHOR]

With the withdrawal of the state from local sport provision in the UK, Community Sport Trusts (CSTs) have grown significantly. The growth of CSTs is a direct outcome of neoliberal and austerity policy contexts in the UK. Research on the commodification of services delivered by hybrid social organizations suggests tensions between mission and market (internal purpose versus external control). Yet little research to date has been conducted on CSTs, with even less research that takes a critical approach. We seek to begin to consider this research gap by theorizing the problem, by looking at the tensions in hybridity, social mission, enterprise objectives, and financial sustainability of CSTs. We approach this by theory building from an examination of multidisciplinary literature; community sport, nonprofit management, social enterprise, and social accounting literature to arrive at a conceptual model. This model contributes to knowledge by identifying and drawing out the tensions at play. We call for further theoretical and empirical research on CSTs that problematizes the "social" and draws attention to the inherent tensions in these hybrid business models, which are both academically under-explored and crucial to the success of a policy context where CSTs play a significant and expanding role in community sport delivery. [ABSTRACT FROM AUTHOR]

Leading by example is one of the most powerful methods to encourage individuals to work toward a common objective. Despite the importance of leadership, little is known about how the effectiveness of leading by example depends on institutional features, such as the transparency and design of leaders' compensation contracts. We conduct two experiments to study this interplay between leadership and contracting in organizations with social missions (i.e., socially driven organizations). We find that under non-transparent contracts, leader contributions to the social objective positively influence follower contributions, reflecting effective leading by example. More importantly, under transparent contracts, the positive effect of leader contributions on follower contributions is diminished by an increase in the intensity of variable compensation and/or the amount of fixed compensation in the leader's contract. Our study informs the debate on pay transparency and demonstrates that organizations need to carefully consider the effects of contract design on leadership effectiveness. Data Availability: Contact the authors. JEL Classifications: C90; D63; D83; M40; M52. [ABSTRACT FROM AUTHOR]

The COVID-19 pandemic has highlighted embedded inequities and fragmentation in our health systems. Traditionally, structural issues with health professional education perpetuate these. COVID-19 has highlighted inequities, but may also be a disruptor, allowing positive responses and system redesign. Examples from health professional schools in high and low- and middle-income countries illustrate pro-equity interventions of current relevance. We recommend that health professional schools and planners consider educational redesign to produce a health workforce well equipped to respond to pandemics and meet future need. [ABSTRACT FROM AUTHOR]

The redundancy, intensity and formalization of paperwork in education have become its painful feature: educational bureaucracy and evaluation mania ignore the social mission of education, paper pressure and paper genocide are barriers to its progress and manageability. The article presents the results of an interregional study of managerial information flows in the Russian education system: it analyzes data of representative surveys and timing of the workloads of the main personnel groups, expert assessments, document flows in the education system in the perspective of the theory of bureaucracy and institutional functions of education. Thus, the redundancy of information flows in the school system exceeds the functional needs of management by more than 20 times. The number of the types of documents written by the teacher reaches 95 on average, and their labor intensity is comparable to teaching. Most of the collected information is not reliable and is not used for educational purposes; it is rather a means to ensure the managerial omnipotence and excess personnel. The key source of paper pressure and paper genocide in the education system is the management strategy that ignores the social mission of education and its social efficiency. This strategy expresses bureaucratic distrust to educators and to the possibilities of public-private administration. Practices based on this strategy lead to irrelevant, unreliable and ineffective information flows, deformed social relations and professional culture of teachers, their widespread burnout and outflow from education. The identified management strategy is a dead end for the Russian education system and an obstacle for preserving its potential and development under the growing global competition.

Higher education institutions are increasingly being transformed from establishments with traditional teaching and research functions to those playing a social role in ensuring sustainable regional development. The aim of the article is to substantiate the possibility of ensuring sustainable regional development based on socialization of higher education institutions. The study is aimed at expanding the understanding of traditional ways of ensuring sustainable regional development, taking into account the ability of higher education institutions to promote the dissemination of knowledge about sustainable development, maintain sustainable entrepreneurial ecosystems and generate management decisions that affect the achievement of sustainable regional development. The carried out assessment of the state of incorporation of the Sustainable Development Goals into strategic planning documents in Ukraine made it possible to justify five reasons for the need to reflect the Sustainable Development Goals in regional strategies. A conceptual scheme of the influence of higher education institutions on the subsystems of achieving sustainable regional development is proposed, changes in the indicators of sustainable development associated with universities are analyzed. The breaking down of the higher education institutions by region by indicators of the U-Multirank 2020 ranking in the dimension of regional engagement (bachelor graduates working in the region; master graduates working in the region; student internships in the region; regional joint publications; income from regional sources; regional publications with industrial partners). It is proved that the key to sustainable regional development and harmonization of the relationship “economy-society-nature” are specialists able to take into account all aspects of the economic, social and environmental development of the region. This made it possible to highlight the priorities for the further development of the social mission of higher educational institutions.

This study aims to determine the effectiveness of entrepreneurship learning models based on social missions to advance entrepreneurial interest in vocational high school students. Experimental research use as a method, with 72 students participating in Class XII of SMK Negeri 1 Kudus. Data collection using questionnaires and learning outcomes. Data analysis using ANOVA and Scheffe test. The results showed that student learning outcomes with social mission learning models and conventional learning models have differences, where the social mission learning model is more useful to improve student learning outcomes and entrepreneurial interest. More than that, the social mission-based entrepreneurship learning model is needed in the curriculum. Entrepreneurship training through social mission will prepare students to become entrepreneurs, in addition to being more concerned about the environment and society. Future research needs to focus more on studying entrepreneurship learning curricula in vocational high schools.

Literature examining the emergence of social enterprises from traditional non-profits has noted a shift in organizational mission, from a predominantly social mission towards a dual focus on both social and commercial goals. Less is known about how such social enterprises, which transition from traditional non-profits, retain the original non-profit social mission. The present study, employing an institutional logics perspective, identifies how a social enterprise, emerging from a traditional non-profit in India, re-conceptualized its means in diverse ways towards a common social end, preserved its core guiding principles and processes, and maintained a broad organizational vision, to seamlessly retain and continue with the original social mission. The study concludes with implications for social enterprise and institutional logics research. [ABSTRACT FROM AUTHOR]

The purpose of this study is to present the necessary success strategies for the social economy ecosystem and social enterprise stakeholders by empirically examining the structural relationship of factors that affect the sustainable dual performance of social enterprises. Through previous studies, hypotheses and research models were established for the performance factors of social enterprises, and hypothesis testing was performed using PLS-Structural Equation Modeling on 92 sample data collected from the survey. As a result of the analysis, it was found that the social mission, customer orientation, and social network set as performance factors all had a significant positive (+) effect on social performance. In addition, social performance had a significant (+) effect on economic performance by mediating customer orientation and social network excluding social mission, and it was found that the business model strengthened this relationship. In addition to the theoretical significance of demonstrating the structural influence of social enterprise performance factors through this study, practical implications can be found in that it suggests factors that social entrepreneurs should focus on for growth and performance creation. [ABSTRACT FROM AUTHOR]

During the 1850’s and 60’s there was increasing discontent regarding the provision of school education as controlled and managed by the Church of Scotland. This led to a number of Parliamentary Bills being brought forward proposing a new national system. The Church opposed these mainly on the grounds that there was no guarantee that Religious Instruction would continue to have a place in the school curriculum. In February 1872 Lord Advocate George Young presented in the Commons an Education Bill ‘To extend and amend the provisions of the law of Scotland on the subject of education’ in order that ‘the means of procuring efficient education … may be furnished and made available to the whole people of Scotland.’ This was passed on 2nd August as The Education (Scotland) Act 1872 and transferred the full control of schools from church to state. The Act included a Preamble allowing for Religious Instruction to be taught according to ‘use and wont’. The removal of its management of school education may be seen as a major blow for the Church of Scotland, removing a historic contribution to national life. In actual fact, the consequence was the revitalising of the Church enabling it to concentrate its energy on strengthening its influence in the community and in outreach to its parishes with a new sense of social mission. Although the Church had lost its direct control of the school curriculum it continued to support Religious Instruction through its Teacher Training, its Sunday schools and its ministerial representation on school boards. [ABSTRACT FROM AUTHOR]

Microcredit institutions are facing commercialization transformation, and how they can balance their social mission with operational performance is a focus of research in both industry and academia. This study, based on grounded theory and the iterative canvas theory framework of business models, conducts a multi-case study of three local commercial banks in Taizhou, exploring the inherent logic of how these banks manage to balance 'dual objectives'. The research shows that the business model innovation of microcredit institutions includes desirability, feasibility and viability. The analysis of desirability indicates that focusing on small businesses is key to successfully integrating the social mission; feasibility analysis reveals that accurate application of soft information and resource integration is essential for gaining competitive advantage; and analysis of viability shows that enhanced risk management and scaling up operations are crucial for achieving operational performance. Through data analysis of the case banks from 2012 to 2021, this study provides evidence that microcredit institutions can achieve dual objectives and offers insights into how they do so. This provides valuable lessons for enhancing financial inclusiveness and expanding the coverage of commercial banks. • The business model innovation of microcredit institutions includes desirability, feasibility and viability. • Focusing on small enterprises is key to the successful integration of social mission in the case bank. • Strengthening risk control and scaling up operations are crucial for the case bank's business performance. • Business model innovation is key for local commercial banks to balance social mission and commercial performance. • This case provides valuable insights for commercial banks to enhance financial inclusiveness and coverage. [ABSTRACT FROM AUTHOR]

Business models are usually used to describe how business entities sustain their competitive advantage, offer their customers better value and create good cooperation with their partners. While the literature is rich with best practice examples among for-profit business entities, nonprofit organizations (NPOs) are rarely observed and compared through the business model concept. Nonprofit organizations are mostly viewed as mission-driven organizations, which is why the business side is often rather neglected. The success of nonprofit organizations is usually measured by their impact in the community, which makes their activities dynamic and very much dependable on their business ecosystem. The goal of this paper is to identify specific characteristics of business models in the nonprofit sector, to evaluate how well nonprofit organizations communicate their value proposition to their customers, what distinguishes them from other nonprofits and what they are doing to develop a successful and sustainable organization. The empirical study covers 10 Croatian nonprofit organizations. The business model canvas is used to describe and compare their business models. The findings represent a good basis for understanding the performance of nonprofit organizations, and can serve as a framework for specific policies and programs aimed at development of nonprofit organizations.

The purpose of this empirical study is to examine the relationship between social entrepreneurship and sustainable enterprise development. Four dimensions of social entrepreneurship i.e. social mission, social innovation, social networking, and financial returns are regressed with three dimensions of sustainable enterprise development i.e. social, environmental, and economic. In current literature, most of the work in the field of social entrepreneurship is qualitative in nature and none of the existing studies explained the impact of labeling “social enterprise” as a source of enterprise sustainability and this study used positivist paradigm to test this impact. Data was collected from social entrepreneurs and employees of social enterprises via online questionnaire (n=434) developed and distributed through “Google Docs”. Social entrepreneurs from 41 different countries participated in online survey. The results of the study reveal that social entrepreneurship results in sustainable enterprise development. The study supports the fact that one of the important factors in enterprise development is the way the enterprise is managed and the label of „social enterprise‟ is resulting in sustainable development of social enterprise itself. The research contributes to literature by empirically testing the relationship between social entrepreneurship and sustainable enterprise development which was never tested before. The study used a unique methodology that results in gathering of data from 41 countries of the world. This results of this study can be used by social entrepreneurs to create more positive impact for the society.

This study examined the mediating effect of perceived causal attribution of crisis on the relationship between perceived violation of social missions and public attitude, in addition to examining the moderating effects of both the medium and framing of online articles on the relationship between perceived violation of social missions and public attitude and that between perceived causal attribution and public attitude. The study conducted a quantitative content analysis of 511 comments obtained from 16 online articles for analysing a social enterprise crisis. The results supported that perceived causal attribution mediated the effect of perceived violation of social missions on public attitude. In addition, episodically framed articles enhanced the effect of perceived violation of social missions on public attitude, whereas Facebook articles enhanced the effect of perceived causal attribution on public attitude. Implications for public relations practitioners and journalists are discussed in this article. [ABSTRACT FROM AUTHOR]