RESPONSIBLE ENTREPRENEURSHIP VISION DEVELOPMENT AND ETHICS

246 RESPONSIBLE ENTREPRENEURSHIP
have proliferated to address the growing social problems and the increased demand for their
services (Sakarya et al. 2012). This is definitely an important factor that motivates collaboration
of other partners with social enterprises. In their search for new resources, SE adopt
strategic partnership and cross-sector collaboration as a potential survival strategy (Millar et
al. 2004). Although the number of SEs is increasing, these organizations still face several
challenges such as limited networks, governance problems, and often poorly understood or
misrepresented social missions. SEs deal with those issues by employing appropriate business
strategies. Based on literature review I believe a common strategy for SE consists of
engaging in collaborations with organizations in the private and governmental sectors. In case
of social enterprise involvement, partners will try to fulfill an important social enterprise mission.
SE mission can be related to collective goods that can only be defined with respect to
some specific group (Olson, 1971).
There is a reason to believe that any kind of collaboration is usually questionable and subjected
to a series of factors that affect the CSC performance. However it is important to find
a status quo when we dealt with partnership. Besides countless obstacles, partnership can provides
with several benefits: presents strongest position in the market, increased number of
resources, new channels and network for partners. At some point every social enterprise will
try either to create new or join different partnerships. Partners in CSC will work cooperatively
while trying to solve a problem. Each firm or partner will try to leverage the value of
its own resources by accessing complementary resources of an alliance partner (Lavie 2006).
Despite of their common goal, each partner will try to fulfill their own goals and interests,
what can cause a tension in a CSC. For the best positive outcome it is wise to create opportunities
for synergy between collaborating organizations. Bryson (2006) defines initial organizational
framework for CSC including sections on initial conditions, process dimensions,
structured and governance dimensions, contingencies and constraints, outcomes and
accountability issues. Structure will wary depending on types of partners, scope of the project
and geographic location of the project implementation. These multi-sector, multi-stakeholder
experiments entail creation of new structures to aid joint decision-making that can help
harmonize diverse participant interests. They also represent an important form of cross-sector
collaboration with learning potential that could offer multinationals lessons in diffusion
of social quality standards (Arya et al. 2006).
Social enterprise mission success will mainly depend on proper strategies and methods
that they will apply while collaborating with partners. Social value manifests itself as benefits
to society in the form of work, employment, community, and personal development (Southern
2001, 265; Nicholls 2005) at the beneficiary (individual) as well as the community level
of analysis. When sufficient social value accumulates in a certain area in the form of enhanced
standard of living, a community or region improves. Thus the social value generated by social
entrepreneurship can facilitate in the growth and development of communities or regions
(Peredo & Chrisman 2006; Meyskens et al., 2010). For the social enterprise this will be the
major goal when looking and entering the cross sector collaboration.
For the organizational purpose I define 4 different partners, which are most frequently
participating in CSC: commercial enterprises, non-profit organizations, non-governmental
organizations and governmental organizations (Fig.1).