As a critical contribution to the social entrepreneurship literature, this paper first engages the concept of social entrepreneurship. Situating it within the distinctive context of charity and philanthropy, it provides structure and clarity. Next, it identifies related sources of social impact and value creation, positing social and economic value creation as potentially overlapping. It then provides comparative case studies focusing on Microsoft Corporation and Grameen Bank, to illustrate these issues relative to productive and social entrepreneurship. Recognized as highly successful innovative ventures, these two enterprises have had profound social impact on the world, even if that impact is derived from very different perspectives and motivations.

The social value of productive entrepreneurship

Preface. Acknowledgments. The Authors. Part One: Understanding Leadership in Shared-Power Settings. 1 When No One Is in Charge: The Meaning of Shared Power. 2 Leadership Tasks in a Shared-Power World: Leadership in Context, and Personal Leadership. 3 Leadership Tasks in a Shared-Power World: Team and Organizational Leadership. 4 Leadership Tasks in a Shared-Power World: Visionary, Political, and Ethical Leadership. 5 Policy Entrepreneurship and the Common Good. Part Two: The Process of Policy Entrepreneurship. 6 Forging an Initial Agreement to Act. 7 Developing an Effective Problem Definition to Guide Action. 8 Searching for Solutions in Forums. 9 Developing a Proposal That Can Win in Arenas. 10 Adopting Policy Proposals. 11 Implementing and Evaluating New Policies, Programs, and Plans. 12 Reassessing Policies and Programs. Summary and Conclusion. References. Resource A: Conflict Management. Resource B: A Guide to Oval Mapping. Resource C: Seven Zones. Resource D: Forums, Arenas, and Courts. Resource E: Future Search. Resource F: Initial Policy Retreats. Name Index. Subject Index.

...and All for One@@@Leadership for the Common Good: Tackling Public Problems in a Shared Power World

This study examines the influence of three components of corporate social responsibility on team performance. In the proposed model of this study, team performance is indirectly affected by three dimensions of perceived corporate citizenship (i.e., economic, legal, and ethical citizenship) via the mediation of team efficacy and team self-esteem. Surveying members of 172 teams confirms most of our hypothesized effects. Our results show that economic citizenship influences team performance via the mediation of both team efficacy and team self-esteem. However, legal citizenship influences team performance via team efficacy alone, whereas ethical citizenship influences team performance only via team self-esteem. We discuss the theoretical and managerial implications of our findings.

Corporate social responsibility and team performance: The mediating role of team efficacy and team self-esteem

Prior studies in the contemporary literature have largely ignored the important role of corporate social responsibility (CSR) in shaping employees’ views of self and nature. Although researchers have recently started to pay considerable attention to explore the link between CSR and environmental sustainability, determining how CSR can be effective in shaping the proenvironmental behavior of employees that is missing in the existing literature. The objective of the present research study is to test the impact of microlevel CSR activities to induce environmental performance of an organization with a mediating effect of employees’ pro-environmental behaviors. This study argues that CSR activities of an organization motivate the workers to rethink the relationship between self and nature; hence, they are encouraged to participate in activities that are helpful in terms of preserving the environment, such as participating in pro-environmental activities at the workplace. The proposed model of the study was tested in the banking sector of Pakistan and analyzed by using the structural equation modeling (SEM) technique in AMOS software. The results revealed that microlevel CSR activities, using employee proenvironmental behaviors as a mediator, directly and indirectly influence environmental performance of a bank. The results of the present study are helpful for policymakers of different banking institutions to understand how they can reduce the environmental footprint of their bank by using a well-planned CSR program that can induce transcendent emotions in employees to create a sustainable environment.

https://www.mdpi.com/2071-1050/13/3/1499/pdf

CSR as a Potential Motivator to Shape Employees’ View towards Nature for a Sustainable Workplace Environment

Recent research highlights the positive effects of organizational CSR engagement on employee outcomes, such as job and life satisfaction, performance, and trust. We argue that the current debate fails to recognize the potential risks associated with CSR. In this study, we focus on the risk of work addiction. We hypothesize that CSR has per se a positive effect on employees and can be classified as a resource. However, we also suggest the existence of an array of unintended negative effects of CSR. Since CSR positively influences an employee’s organizational identification, as well as his or her perception of engaging in meaningful work, which in turn motivates them to work harder while neglecting other spheres of their lives such as private relationships or health, CSR indirectly increases work addiction. Accordingly, organizational identification and work meaningfulness both act as buffering variables in the relationship, thus suppressing the negative effect of CSR on work addiction, which weakens the positive role of CSR in the workplace. Drawing on a sample of 565 Swiss employees taken from the 2017 Swiss Public Value Atlas dataset, our results provide support for our rationale. Our results also provide evidence that the positive indirect effects of organizational CSR engagement on work addiction, via organizational identification and work meaningfulness, become even stronger when employees care for the welfare of the wider public (i.e., the community, nation, or world). Implications for research and practice are discussed.

/pdf/too-much-of-a-good-thing-on-the-relationship-between-csr-and-41mcm8w3s5.pdf

Too Much of a Good Thing? On the Relationship Between CSR and Employee Work Addiction

This study explores the relationship between an entrepreneur's age and his/her social value creation goals. Building on the lifespan developmental psychology literature and institutional theory, we hypothesize a U-shaped relationship between entrepreneurs’ age and their choice to create social value through their ventures, such that younger and older entrepreneurs create more social value with their businesses while middle age entrepreneurs are relatively more economically and less socially oriented with their ventures. We further hypothesize that the quality of a country’s formal institutions in terms of economic, social, and political freedom steepen the U-shaped relationship between entrepreneurs’ age and their choice to pursue social value creation as supportive institutional environments allow entrepreneurs to follow their age-based preferences. We confirm our predictions using multilevel mixed-effects linear regressions on a sample of over 15,000 entrepreneurs (aged between 18 and 64 years) in 45 countries from Global Entrepreneurship Monitor data. The findings are robust to several alternative specifications. Based on our findings, we discuss implications for theory and practice, and we propose future research directions.

/pdf/entrepreneurs-age-institutions-and-social-value-creation-190zwtzy5f.pdf

Entrepreneurs’ age, institutions, and social value creation goals: A multi-country study

Public administrations are required by law to contribute to society, thus obliged to shape the common good. What value they have to society is uncovered by their public value. This chapter provides an approach to public value management that is relevant for organizations, NGOs, and governmental institutions, in order to systematically investigate their contributions to society. Previous work on public value serves as a good starting point, providing significant public value perspectives. We follow this by a conceptual delineation of the public value concept according to Timo Meynhardt, who roots the notion of value in psychological needs theory and thereby links public value directly to a conditio humana. As cases in point, we identify and discuss two management tools, the Public Value Scorecard (PVSC) and the Public Value Atlas. We conclude with a short reflection on how public value can advance public sector management.

Anne Bäro

Papers

Too Much of a Good Thing? On the Relationship Between CSR and Employee Work Addiction

Entrepreneurs’ age, institutions, and social value creation goals: A multi-country study

Public Value Performance: What Does It Mean to Create Value in the Public Sector?