Aim/Purpose: To understand the process of social change creation in social entrepreneurial ventures (SEVs), specifically emphasizing the role and nature of the communicative process in social change creation. Background: Drawing on data from seven SEVs from India and the US and employing a grounded theory methodology, this research scrutinizes the social change process and uncovers the role and characteristics of dialogue in this process. Methodology: Qualitative data was collected from seven social entrepreneurial organizations over a period of eight months from July 2011 to February 2012. Semi-structured interviews were conducted with a wide range of members within these social entrepreneurial organizations (n=27) with additional informal interviews with field workers and volunteers. Data from the semi-structured interviews and notes from observations were integrated with analyses of archival resources. Contribution: There is little scholarship about the process of social change creation and the necessary conditions to promote social change over time. Understanding the process of social change creation and the individual, interpersonal, and organizational conditions that facilitate the process is central to design of effective trans-sector TD problem solving ventures. This paper focuses on the process of social change creation in social entrepreneurial settings, specifically emphasizing the role and nature of the communicative process in social change creation. Findings: The reflections and experiences of the members of SEVs revealed that social entrepreneurship is a collective endeavor and this collective character is essential to its success. Collective organization and synergy, deep intra-organizational communication, and a conducive organizational context are critical for the creation of collective wisdom and knowledge networks for long-term collaborative community capacity building. Dialogue emerged as a central category linking the other categories to explain the process of social change creation. Organic organizational structure enables knowledge creation and integration through the process of organizational learning through deep and continuous social interaction, or dialogue. Recommendations for Practitioners: This research elucidated the key characteristics of the organizational context required to support the creation of social change. It also identified the critical role and characteristics of the communicative process required to generate structural knowledge and collective wisdom at the organizational level. Recommendation for Researchers: For individual and organizational learning, trans-sector transdisciplinary organizations require an appropriate organizational context. Key elements of such an organizational context include (1) understanding the ecology of the social problem; (2) organic organizational structure; (3) continuous and deep social interaction among all levels of the organization; (4) employee and community autonomy and empowerment; and (5) attention to subtle environmental changes in the system. These elements in combination lead to the creation of collective wisdom. Collective wisdom then feeds back into the conception, planning, and action stages of the iterative cycle of organizational knowledge creation to create positive social change. Impact on Society: Same as above Future Research: Future research model theoretically and study empirically the ecology of social entrepreneurship and trans-sector TD problem solving more broadly. For example, the ways in the personal attributes of social entrepreneurs (e.g., their leadership style, networking abilities) combine with circumstances at organizational, institutional, and international levels to influence the effectiveness of their efforts to promote positive social change within local and global communities. Second, the grounded theoretical framework developed here should be further refined and elaborated through the identification of additional key contextual factors that affect SEVs’ capacity to promote positive social change and to achieve sustainability in different socio-environmental contexts. There is also a need to translate the findings from this research to facilitate the creation of more inclusive problem solving contexts and practices.

In this inductive study, we shift the focus of stigma research inside organizational boundaries by examining its relationship with organizational identity. To do so, we draw on the case of Keystone, a social enterprise in the East of England that became stigmatized after it initiated a program of support for a group of migrants in its community. Keystone's stigmatization precipitated a crisis of organizational identity. We examine how the identity crisis unfolded, focusing on the forms of identity work that Keystone's leaders enacted in response. Interestingly, we show not only that the internal effects of stigmatization on identity can be managed, but also that they may facilitate unexpected positive outcomes for organizations.

Social enterprise has gained widespread acclaim as a tool for addressing social and environmental problems. Yet, because these organizations integrate the social welfare and commercial logics, they face the challenge of pursuing goals that frequently conflict with each other. Studies have begun to address how established social enterprises can manage these tensions, but we know little about how, why, and with what consequences social entrepreneurs mix competing logics as they create new organizations. To address this gap, we develop a theoretical model based in identity theory that helps to explain: (1) how the commercial and social welfare logics become relevant to entrepreneurship, (2) how different types of entrepreneurs perceive the tension between these logics, and (3) the implications this has for how entrepreneurs go about recognizing and developing social enterprise opportunities. Our approach responds to calls from organizational and entrepreneurship scholars to extend existing frameworks of opportunity recognition and development to better account for social enterprise creation.

As well as creating the hub with a £27,000 grant, the government has given out 17 grants totalling £1m to charities and social enterprises

People from minority backgrounds and marginalised communities have been able to fill leadership roles in social enterprises far more easily than at charities

The last decade has seen considerable policy attention to the social economy and its contribution to employment, in particular as regards the inclusion and empowerment of vulnerable workers and the provision of appropriate working conditions.

We are looking for national and sub-national policies and initiatives for social enterprise creation and development. The focus will be placed on initiatives funded by the European Social Fund, by other EU funds and programmes, by Member States and sub-national authorities and NOT on examples of successful social enterprises.

The last decade has seen considerable policy attention to the social economy and its contribution to employment, in particular as regards the inclusion and empowerment of vulnerable workers and the provision of appropriate working conditions.

The last decade has seen considerable policy attention to the social economy and its contribution to employment, in particular as regards the inclusion and empowerment of vulnerable workers and the provision of appropriate working conditions.

We are looking for national and sub-national policies and initiatives for social enterprise creation and development. The focus will be placed on initiatives funded by the European Social Fund, by other EU funds and programmes, by Member States and sub-national authorities and NOT on examples of successful social enterprises.

The last decade has seen considerable policy attention to the social economy and its contribution to employment, in particular as regards the inclusion and empowerment of vulnerable workers and the provision of appropriate working conditions.

We are looking for national and sub-national policies and initiatives for social enterprise creation and development. The focus will be placed on initiatives funded by the European Social Fund, by other EU funds and programmes, by Member States and sub-national authorities and NOT on examples of successful social enterprises.

Care U, senior contents development and distribution company that runs ICT-based program for seniors

Impact Investors Council (IIC), in its representation for Budget 2015, is requesting the Government to help galvanise the impact investment eco-system

Enterprises that seek to address socio-economic problems through focused business models could make significant impact with a little more support. Seema S Hegde discusses an example from Bangalore, and explains how the state and big business often fail to recognise that.

Shuttleworth, Dale E. (Dale Edwin), 1938-

Ridley-Duff, Rory, author