RESPONSIBLE ENTREPRENEURSHIP VISION DEVELOPMENT AND ETHICS

Social enterprise as the initiator and coordinator of community health awareness campaign 247
Figure 1: Potential partners in cross sector collaboration
Corporations gain access to potential clients, fulfill regulatory obligations and also increase
self-reports of perceived legitimacy (Meyskens et al. 2010). By showing how each actor gains
resources from these inter-organizational relationships we can better understand the social
engagement network itself and how to foster better future collaborations (Meyskens et al. 2010).
Non-profit organizations (NPO) are valued because they provide services that address
unmet needs (Tan 2010). Social problems have grown in magnitude and complexity, and NPO
have proliferated to address these (Austin 2000). The nonprofit sector in most developed countries
is known for the provision of services that are not provided for by the free market (Tan
2010). Nonprofit organizations who engage in social entrepreneurship augment their contributions
through the new services, programs, enterprises and revenue generated (Tan 2010).
Scholars found that nonprofits are more likely to use informal coordination mechanisms and
fewer formal controls than businesses or governmental entities (Selsky & Parker 2005). In
some cases NPO will have their own incentives to start social enterprise. Nonprofit organizations
are not known to be risk-takers (Tan 2010). They are more likely to prefer certainty
and be conservative (Tan 2010). The social mission focus of a nonprofit organization may
influence its social entrepreneurship intention. If its focus is on developing a volunteer network
and a donor base, there might be less inclination to start a social enterprise (Tan 2010).
Conversely, social entrepreneurship might offer an opportunity for the nonprofit an alternative
to fundraising or to achieving its social agenda through business activities reducing the
reliance on volunteers (Tan 2010). Hence it is unclear whether the nonprofit organizations’
focus on the social mission would influence social entrepreneurship intention positively or
negatively (Tan 2010). Nonprofit organizations will have strong interest to collaborate with
social enterprise if they feel that they can fulfill their social mission with collaboration.
Proposition 1: Defining a social mission is a crucial process for obtaining the CSC positive
outcome.
Social mission has to be commonly agreed among CSC partners. Social mission represented
within the NIHL initiative was raising the awareness among youth about potential
music-induced hearing loss risks. The experts share the opinion that it is not feasible that adolescents
in general will perform protective behaviors to prevent music-induced hearing loss
(Bockstael et al. 2015). In case of NIHL, established partnership was focused very narrowly.
Narrowly focused partnerships are relatively easy to develop, require a relatively small resource
and time commitment, and produce results that are probably immediately visible to all partners
(Waddock, 1988). The partnerships needs to be structured in such a way that it’s goals,