James E. Austin

Social and Commercial Entrepreneurship: Same, Different, or Both?:

Entrepreneurship has been the engine propelling much of the growth of the business sector as well as a driving force behind the rapid expansion of the social sector. This article offers a comparative analysis of commercial and social entrepreneurship using a prevailing analytical model from commercial entrepreneurship. The analysis highlights key similarities and differences between these two forms of entrepreneurship and presents a framework on how to approach the social entrepreneurial process more systematically and effectively. We explore the implications of this analysis of social entrepreneurship for both practitioners and researchers.

Strategic Collaboration Between Nonprofits and Businesses

Collaboration between nonprofits and businesses is increasing and becoming more strategically important. Based on 15 case studies, this article presents a cross-sector collaboration framework consi...

Collaborative Value Creation: A Review of Partnering Between Nonprofits and Businesses: Part I. Value Creation Spectrum and Collaboration Stages

This focused review of the nonprofitbusiness collaboration and related corporate social responsibility literature identifies problematic aspects of the treatment of value creation and, therefore, develops a conceptual and analytical framework to address them and the following research question: How can collaboration between nonprofits and businesses most effectively co-create significant economic, social, and environmental value for society, organizations, and individuals? The first two components of the Collaborative Value Creation framework are presented in this first of two articles The Value Creation Spectrum provides new reference terms for defining and analyzing value creation, and Collaboration Stages reveals how value creation varies across different types of collaborative relationships. The framework’s next two components, which are elaborated in the sequential article, are Partnering Processes, which reveals the value creation dynamics in the formation and implementation stages, and Collaboration Outcomes, which examines impact at the micro, meso, and macro levels.

Collaborative Value Creation A Review of Partnering Between Nonprofits and Businesses. Part 2: Partnership Processes and Outcomes

In this second of a two-part focused review of the nonprofit business and corporate social responsibility (CSR) literature, the authors present the third and fourth components of the collaborative value creation (CVC) framework: the partnering processes that unpack the value creation dynamics and the collaboration outcomes that examine the benefits and costs on multiple levels. The authors suggest that greater value is created at all levels of analysis, micro, meso, and macro, as collaboration moves from sole creation to co-creation of value. The CVC framework assigns equal importance to all forms of value (economic, social, and environmental), types of actors (individuals, organizations, and societies), and time scales (short/long term), providing the analytical paths for assessing value creation holistically. Examining systematically the processes and the outcomes of value co-creation allows for greater specificity, dimensionality, and inclusivity. The article concludes by delineating the contribution of the CVC framework and offering recommendations for future research.

Social and Commercial Entrepreneurship: Same, Different, or Both?

O emprendedurismo ha sido el motor que viene impeliendo una buena cuota del crecimiento del sector de negocios, ademas de ser la fuerza motriz responsable por la rapida expansion de este sector. Este articulo ofrece un analisis comparativo del emprendedurismo comercial y del social, valiendose de un modelo analitico prevaleciente, proveniente del area del emprendedurismo comercial. El analisis destaca las principales semajanzas y diferencias entre esas dos formas de emprendedurismo y presenta un marco para un abordaje mas sistematico y eficaz del proceso emprendedor. Exploramos las implicaciones de este analisis de emprendedurismo social tanto para sus practicantes como para sus investigadores.O empreendedorismo tem sido o motor que vem impelindo uma boa parcela do crescimento do setor dos negocios, alem de ser a forca motriz responsavel pela rapida expansao desse setor. Neste artigo, oferece-se uma analise comparativa do empreendedorismo comercial e do social, valendo-se de um modelo analitico pre-valecente, proveniente da area de empreendedorismo comercial. Na analise, destacam-se as principais similaridades e diferencas entre essas duas formas de empreendedorismo e apresenta-se um arcabouco para uma abordagem mais sistematica e eficaz do processo empreendedor. Exploram-se as implicacoes dessa analise de empreendedorismo social tanto para seus praticantes como para seus pesquisadores.

Three Avenues for Social Entrepreneurship Research

Social entrepreneurship (SE) is an emerging field of academic inquiry. As has always been the case for newcomers, they must generate important new knowledge and advance the frontiers of understanding if they are to gain intellectual legitimacy. Thus, vigorous, rigorous, and ambitious research is a key driver to the development of this field.

Business Leadership Coalitions And Public-Private Partnerships In American Cities: A Business Perspective on Regime Theory

This article strives to deepen our understanding of the nature and role of businesses and Business Leadership Coalitions (BLCs) in public-private partnerships (PPPs) and in the formation and operation of urban governance regimes in major American cities. Our research reveals a greater heterogeneity and diversity of engagement and partnering types than is generally recognized in traditional regime typologies. An engagement portfolio framework for analyzing civic activism is proposed to encompass the diverse motives, activities, and partnering configurations exhibited by businesses. The findings suggest the need for changes in regime theory frameworks to capture the full richness and realities of business sector participation in PPPs.

Can the virtuous mouse and the wealthy elephant live happily ever after

What happens when small iconic socially oriented businesses are acquired by large corporations? Such mergers create significant opportunities for creating both business value and substantially expanded social value, but they also pose unusually difficult challenges because the merging entities are often strikingly different in philosophy and operating styles as well as in scale. This article examines three examples—Ben and Jerrys acquisition by Unilever, Stonyfield Farm by Groupe Danone, and Toms of Maine by Colgate—to ascertain what is distinctive about the merger process and to analyze the elements critical to success. The article offers suggestions on how other companies considering similar arrangements might best manage the process of courtship, developing agreements, and executing effectively within the newly merged entities.

Marketing's Role in Cross-Sector Collaboration

SUMMARY Collaborations between businesses and nonprofit organizations are becoming more prevalent, important, and complicated. Marketing plays an increasingly significant role in these cross-sector relationships. This article will first set forth a framework for understanding alliances between companies and nonprofits. It will then examime how such cross-sector collaborations relate to four strategic and interrelated marketing areas: institutional marketing, cause-related marketing, market development, and internal organizational marketing.

Sustainability through Partnering: Conceptualizing Partnerships between Businesses and NGOs

This significant study discusses the emergence of partnerships for sustainable development as an innovative, and potentially influential, new type of governance. With contributions from leading experts in the field, the ‘partnership paradigm’ is discussed and the contributors explore the process, extent and circumstances under which partnerships can improve the legitimacy and effectiveness of governance for sustainable development.