RESPONSIBLE ENTREPRENEURSHIP VISION DEVELOPMENT AND ETHICS

248 RESPONSIBLE ENTREPRENEURSHIP
organization, staff, and systems are adaptive to changes imposed by changing goals (Waddock
1988). During the established NIHL partnership, commercial enterprise raised the importance
of social responsibility and recognition. Companies look to collaborate with local
organizations to get the message out to the larger community that we are helping the community.
They want to show that they are part of the community so they can maintain their
positive brand’ (Meyskens et al. 2010). Firms in highly competitive markets have vulnerable
strategic positions because margins are low and product differentiation is difficult. The
resources such firms acquire through alliances can enable them to share costs or to gain differentiable
product technologies which outweigh the disadvantages of alliance formation
(Eisenhardt and Schoonhoven 1996). In contrast, if the market is munificent or the firm is
pursuing a strategy for which it has extensive resource capabilities, there is much less incentive
to cooperate (Eisenhardt & Schoonhoven 1996). Firms are more likely to continue alone.
Thus, CSC formation occurs when firms are in vulnerable strategic positions such that the
payoffs to cooperation are high (Eisenhardt and Schoonhoven 1996). Resource scarcity may
also encourage cooperation and lead to emergence of mutually supporting relationships
between organizations, as in the case of strategic alliances (Sakarya et al. 2012).
Nongovernmental organizations (NGO) such as Amnesty International, CARE, Greenpeace,
Oxfam, Save the Children, World Wide Fund for Nature and hundreds of other smaller
examples that engineer campaigns with the goal of advancing specific causes have become
important actors in the global political, social, economic and business environment (Dahan
et al. 2010). Collaboration with a non-profit nongovernmental organization (NGO) may provide
a partial solution to developing appropriate, bespoke business models for developing
countries. In these joint efforts, NGOs and firms contribute complementary capabilities – both
intangible assets such as knowledge, reputation, and brand, and tangible resources, such as
human capital, production capabilities and market access e along each stage of the value chain
and affecting many aspects of the business model (Dahan et al. 2010).
Governmental organizations tend to collaborate with SEs to improve access to social programs’
target beneficiaries. The morally driven social entrepreneurial activity is quite demanding
but crucial for sustainable community development (Dhesi, 2010; Malunga, Iwu, &
Mugobo, 2014).The government supports many initiatives in the community according to the
needs and demands of constituents (Meyskens et al. 2010). The government also partners
with corporations to generate jobs in communities (Meyskens et al. 2010). Social ventures
often apply for government contracts or grants together and later share human capital and
intangible knowledge (best practices) in order to comply with a contract or grant (Meyskens
et al. 2010). Government agencies are able to attain a means to access additional human capital
to serve constituents through collaboration with social ventures (Meyskens et al. 2010).
Governments, in some instances, play a role in promoting cross-sector learning. On other occasions,
they may espouse goals that work at cross purposes with the stated and desirable social
goals of cross-sector alliances and voluntary codes of conduct (Arya et al. 2006). Noiseinduced
hearing loss Social enterprise initiative in Slovenia was composed of social enterprise,
high-tech commercial enterprise, and educational institution. While social enterprise
served as an initiator, main role of the commercial enterprise was to support the initiative
with noise measuring equipment and noise measuring app. Also their know-how was communicated
throughout all involved partners. The main role of the higher education institution
was knowledge and research findings transfer to CSC partners.