13th Annual International Management Conference Proceeding

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changes and sustainable improvements. Though they may act locally, their actions have the potential to stimulate global improvements in their chosen arenas, whether that is education, health care, economic development, the environment, the arts, or any other social field. Adopting a mission to create and sustain social value: This is the core of what distinguishes social entrepreneurs from business entrepreneurs even from socially responsible businesses. For a social entrepreneur, the social mission is fundamental. This is a mission of social improvement that cannot be reduced to creating private benefits (financial returns or consumption benefits) for individuals. Making a profit, creating wealth, or serving the desires of customers may be part of the model, but these are means to a social end, not the end in itself. Profit is not the gauge of value creation; nor is customer satisfaction; social impact is the gauge. Social entrepreneurs look for a long-term social return on investment. Social entrepreneurs want more than a quick hit; they want to create lasting improvements. They think about sustaining the impact. Recognizing and relentlessly pursuing new opportunities: Where others see problems, social entrepreneurs see opportunity. They are not simply driven by the perception of a social need or by their compassion, rather they have a vision of how to achieve improvement and they are determined to make their vision work. They are persistent. The models they develop and the approaches they take can, and often do, changes, as the entrepreneurs learn about what works and what does not work. The key element is persistence combined with a willingness to make adjustments as one goes. Rather than giving up when an obstacle is encountered, entrepreneurs ask, “How can we surmount this obstacle? How can we make this work?” Engaging in a process of continuous innovation, adaptation, and learning: Entrepreneurs are innovative. They break new ground; develop new models, and pioneer new approaches. However, as Schumpeter notes, innovation can take many forms. It does not require inventing something wholly new; it can simply involve applying an existing idea in a new way or to a new situation. Entrepreneurs need not be inventors. They simply need to be creative in applying what others have invented. Their innovations may appear in how they structure their core programs or in how they assemble the resources and fund their work. On the funding side, social entrepreneurs look for innovative ways to assure that their ventures will have access to resources as long as they are creating social value. This willingness to innovate is part of the modus operandi of entrepreneurs. It is not just a one-time burst of creativity. It is a continuous process of exploring, learning, and improving. Of course, with innovation comes uncertainty and risk of failure. Entrepreneurs tend to have a high tolerance for ambiguity and learn how to manage risks for themselves and others. They treat failure of a project as a learning experience, not a personal tragedy. Acting boldly without being limited by resources currently in hand: Social entrepreneurs do not let their own limited resources keep them from pursuing their visions. They are skilled at doing more with less and at attracting resources from others. They use scarce resources efficiently, and they leverage their limited resources by drawing in partners and collaborating with others. They explore all resource options, from pure philanthropy to the commercial methods of the business sector. They are not bound by sector norms or traditions. They develop resource strategies that are likely to support and reinforce their social missions. They take calculated risks and manage the downside, so as to reduce the harm that will result from failure. They understand the risk tolerances of their stakeholders and use this to spread the risk to those who are better prepared to accept it. Exhibiting a heightened sense of accountability to the constituencies served and for the outcomes created: Because market discipline does not automatically weed out inefficient or ineffective social ventures, social entrepreneurs take steps to assure they are creating value. This means that they seek a sound understanding of the constituencies they are serving. They make sure they have correctly assessed the needs and values of the people they intend to serve and the communities in which they operate. In some cases, this requires close connections with those communities. They understand the expectations and values of their “investors,” including anyone who invests money, time, and/or expertise to help them. They seek to provide real social improvements to their beneficiaries and their communities, as well as attractive (social and/or financial) return to their investors. Creating a fit between investor values and community needs is an important part of the challenge. When feasible, social entrepreneurs create market-like feedback mechanisms to reinforce this 67
accountability. They assess their progress in terms of social, financial, and managerial outcomes, not simply in terms of their size, outputs, or processes. They use this information to make course corrections as needed. 5.0 Conclusion The ideas of Say, Schumpeter, Drucker, and Stevenson are attractive because they can be as easily applied in the social sector as the business sector. They describe a mind-set and a kind of behavior that can be manifest anywhere. In a world in which sector boundaries are lurring, this is an advantage. We should build our understanding of social entrepreneurship on this strong tradition of entrepreneurship theory and research. Social entrepreneurs are one species in the genus entrepreneur. They are entrepreneurs with a social mission. However, because of this mission, they face some distinctive challenges and any definition ought to reflect this. 6.0 Recommendations 1. In order to foster Social entrepreneurship in Uganda, there is need to create organizations based on natural bonds built on trust, networks that are building blocks of social capital. Artificial bonds formed in most social enterprises in Uganda explained by theory of planned behaviour continue to hamper meaningful development of social enterprises which are the product of social entrepreneurship. 2. Government bodies responsible for regulating formation of business in Uganda should exhibit a heightened sense of accountability to the constituencies served and for the outcomes created. This will create a sense of ownership in the organizations formed with the aim of improving the social status of poor members in the community. 3. In the implementation of prosperity for all (Bonnabagaggawale) scheme, government should start with giving incentives that will arouse social entrepreneurial abilities. What people lack is not money, but most Ugandans cannot translate their skills into productive ventures because there are no incentives like good roads, ready markets and proper leadership to exploit naturally occurring abilities that matter most in social entrepreneurial ventures. 4. There is need to increase out-reach of social services to the chronically poor and marginalized as well as the remote rural and geographically disadvantaged areas while emphasizing the benefits of social capital ie networking, trust, reciprocity, norms and beliefs that promote change of behaviour aimed at alleviating poverty levels one of the aims of PEAP. 5. Government should adopt the system of micro credit to help to pull the poorest out of destitution following the Grameen model. This is based on the assertion that the poor do not create poverty, it is the institutions and policies that surround them that create it. 68
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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
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PRACTICAL ANALYSIS TO RESOLVING KEY
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SUB-THEME : SOCIO-CULTURAL ISSUES A
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ecognize and nourish their capabili
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threatened by increased dynamism in
Page 23 and 24: 2.0 THEORETICAL FRAMEWORK At the ro
Page 25 and 26: 2.1 Dynamics of Entrepreneurial Dev
Page 27 and 28: FIGURE I: THE ROLE OF KENYA INSITIT
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
Page 47 and 48: 16. International Finance Corporati
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 and 66: 75. Whitehead Martin (2004). Rescue
Page 67 and 68: Perceived desirability Perceived fe
Page 69 and 70: experience empathy is a social entr
Page 71 and 72: ATTITUDES (Behavioral beliefs x Out
Page 73: Sociologists and organizational the
Page 77 and 78: DETERMINANTS OF AGRICULTURAL OUTPUT
Page 79 and 80: The Objective of the study The obje
Page 81 and 82: A production function portrays an i
Page 83 and 84: But, Y � ax j i i bi xj b ui je .
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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