13th Annual International Management Conference Proceeding

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TOPIC: FOSTERING SOCIAL ENTREPRENEURSHIP IN UGANDA. BY TUKAMUSHABA KUROBUZA EDDY HEAD OF DEPARMENT LEISURE & HOSPITALITY MAKERERE UNIVERSITY BUSINESS SCHOOL 1.0 Introduction Social entrepreneurship is a new and rapidly rising field of practice that is, as yet, under-researched in Uganada. Social entrepreneurship involves innovative approaches to address issues in the domains of education, environment, fair-trade, health and human rights and is widely regarded as an important building block of the sustainable development of countries. Social entrepreneurship is likely to become even more important than for-profit entrepreneurship (Gendron 1996) Social entrepreneurship is the process of founding ventures, both for profit and not-for-profit whose missions focus on creating positive social change. According to Dees, (1988) the term “social entrepreneurship” involves: adopting a mission to create and sustain social value; recognizing and relentlessly pursuing new opportunities to serve that mission; engaging in a process of continuous innovation, adaptation, and learning; acting boldly without being limited by resources currently in hand; and exhibiting a heightened sense of accountability for the outcomes created. Social and business entrepreneurs share common traits including an innovative, risk-taking approach to a challenge, the ability to seize opportunities, transforming “business as usual” and mobilizing scarce resources towards that end. The economist Joseph Schumpeter called business entrepreneurs the “change agents in the economy”. He wrote that “by serving new markets or creating new ways of doing things, they move the economy forward”. Social entrepreneurs are the change agents in the social sector. However, in contrast to business entrepreneurs, the way to best measure their success is not how much profit they make, but the extent to which they improve the lives of those they mobilize through their actions. Social entrepreneurs can set up their initiatives as for-profit or not-for-profit organizations, and that choice will be a function of their vision and theory of change. Most social enterprises are hybrid organizations. That is to say, they operate along business lines and may indeed aim to make a profit, but their primary goal is to promote social change. In Uganda, most organizations formed with the prime of objective of improving social welfare of the urban and rural poor end up exploiting the very people they are supposed to help. For example, in a standard micro finance institution operation, members of a society who can’t access normal financial markets like commercial banks are required to form groups so that they can be aided through micro-lending program to start small businesses that improve their lot in life. The loan agreement is organized under group loan arrangement. In order to get a loan, the individual must put up their reputation as collateral – say five non-family members of the community must vouch for them and being willing to pay their debt if they default. Under this arrangement, the groups formed are artificial and have no natural characteristics, which create artificial bonding that does not reflect the benefits of social capital, characterized by mistrust, sabotage, and lack of disclosure, which eventually leads to failure of enterprises formed (Radio talk show held on Voice of Kigezi July, 2006). Although entrepreneurial initiatives aimed at social and economic wealth creation are not new, they only recently raised increasing interests among scholars (Wallace, 1999). Thus there is still relatively little known about the particular dynamics and processes involved in Social entrepreneurship. 1.1 Statement of the problem Social entrepreneurship has raised increasing interest among scholars, yet we still know relatively little about the particular dynamics and processes involved. Women organizations formed in Kabale district with a mission to create and sustain social value has continually failed to achieve their goal due poor perceived desirability and feasibility of businesses formed, lack of cognitive and emotional characteristics, and Social capital, poor behavioral intentions, leading to failure of Social enterprises formed. 59
Perceived desirability Perceived feasibility 1.2 Purpose of the study To examine the relationship between perceived desirability and feasibility, cognitive and emotional characteristics, behavioral intentions, social capital and social enterprise. 1.3 Objectives of the study 1. To examine the relationship between perceived desirability and feasibility and cognitive and emotional characteristics 2. To establish the relationship between cognitive and emotional characteristics and social capital 3. To establish the relationship between social capital and social entrepreneurship behaviour. 4. To examine the relationship between social entrepreneurial behaviour and formation of a social enterprise. 1.4 Research questions 1. What is the relationship between perceived desirability and feasibility and cognitive and emotional characteristics? 2. What is the relationship between cognitive and emotional characteristics and social capital? 3. What is the relationship between social capital and social entrepreneurship behaviour? 4. What is the relationship between social entrepreneurial behaviour and formation of a social enterprise? 1.5 Analytical Framework Emotional &Cognitive � Empathy � Moral judgment attitudes Social capital � Trust � Networks � Reciprocity The above model suggests that perceptions of desirability and perception of feasibility among individuals leads to emotional and cognitive attitudes (empathy and moral judgment) which lead to building of social capital (trust, networks) which all lead to formation of social entrepreneurial behaviour and a result a social enterprise is formed. 2.0 Literature review While social entrepreneurs have existed throughout history, the concept of social entrepreneurship is relatively recent one. The term “entrepreneur” made its first appearance in the English language around 1475 as “one who undertakes; a manager, controller; a champion” (OED 2003). Unlike Adam Smith, whose “invisible hand” de-emphasized the value of the entrepreneur, JB Say celebrated the entrepreneur as a value creator who shifts economic resources out of an area of lower and into an area of higher productivity and greater yield. Many facets of the social entrepreneurship process are parallel to the traditional corporate entrepreneurial process; social entrepreneurs can learn much from traditional business management practices to make for more effective and innovative social organizations (Gendron 1996). Social entrepreneurs combine innovation, opportunity and resourcefulness to transform social systems and practices in a wide variety of fields, including, for example, health, employment, education, environment, housing and technology (Prabhu, 1999). For many social entrepreneurs, charity is essentially about philanthropy, whereas social enterprise is about empowering people who are socially disadvantaged to improve their financial, social and moral status and well-being. These entrepreneurs are individuals who seize the initiative to tackle the problems affecting those 60 Social entrepreneurial behaviour Social enterprise (co-operative, mutual or voluntary organisation)
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Gender diversity on the Board, Inte
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its own. Relationship-based assets
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Boards, for example, enable the fir
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H7: Firms with diverse boards are i
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29. Johnson, J., Daily, C., and Ell
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population in Kenya especially in a
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John Adair highlighted the importan
Page 15 and 16: PRACTICAL ANALYSIS TO RESOLVING KEY
Page 17 and 18: SUB-THEME : SOCIO-CULTURAL ISSUES A
Page 19 and 20: ecognize and nourish their capabili
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Page 23 and 24: 2.0 THEORETICAL FRAMEWORK At the ro
Page 25 and 26: 2.1 Dynamics of Entrepreneurial Dev
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Page 29 and 30: 4.2.3 Researches Services This is a
Page 31 and 32: Source: GOK, Central Bureau of Stat
Page 33 and 34: with regard to training, research a
Page 35 and 36: REFERENCES 1. Balunywa Waswa, (2004
Page 37 and 38: APPENDIX I: SCHEDULED PROGRAMMES RU
Page 39 and 40: economy activities that include one
Page 41 and 42: III. SMALL AND MEDIUM ENTERPRISE (S
Page 43 and 44: two professors used a survey questi
Page 45 and 46: V. RECOMMENDATIONS : ADDRESSING THE
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Page 49 and 50: DEVELOPING INTRAPRENEURSHIP IN SMAL
Page 51 and 52: � Innovators � Leaders � Inde
Page 53 and 54: The intrapreneur is really the corp
Page 55 and 56: Figure 1 The Model of Intrapreneurs
Page 57 and 58: 1. Leadership - Any organizational
Page 59 and 60: to (Kolveried and Amo, 2002). This
Page 61 and 62: REFERENCES 1. Antoncic, Bostjan and
Page 63 and 64: 39. Kibas, Peter B. and George O. K
Page 65: 75. Whitehead Martin (2004). Rescue
Page 69 and 70: experience empathy is a social entr
Page 71 and 72: ATTITUDES (Behavioral beliefs x Out
Page 73 and 74: Sociologists and organizational the
Page 75 and 76: accountability. They assess their p
Page 77 and 78: DETERMINANTS OF AGRICULTURAL OUTPUT
Page 79 and 80: The Objective of the study The obje
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Page 85 and 86: Land Land size and land fragmentati
Page 87 and 88: Agricultural Extension Because of l
Page 89 and 90: REFERENCES: 1. Chambers R. (1983) R
Page 91 and 92: The training approach to small ente
Page 93 and 94: Topic of Training No. of Respondent
Page 95 and 96: Key to Figure A - More capital inve
Page 97 and 98: Conclusion programmes were implemen
Page 99 and 100: Bibliography 1. Abrahamson, R and H
Page 101 and 102: whether those trained start their o
Page 103 and 104: Changes were also noted in business
Page 105 and 106: Conclusions From the findings, ther
Page 107 and 108: References 1. Baldwin, T. T., & For
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13th Annual International Management Conference Proceeding

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