Social Entrepreneurship Strategies and Social Sector Sustainability: A Caribbean Context

Description

This book examines the social entrepreneurship strategies of nonprofit organizations (NPOs), with a focus on the Caribbean social sector. In addressing the conceptual ambiguities from an academic and experiential perspective, it aims to provide a much-needed reflection on social entrepreneurship (SE), including in developing contexts. Through a comparative analysis of the experiences of NPOs from the Caribbean, the authors demonstrate the applicability of SE for NPO sustainability and as an opportunity for social sector performance improvement. Blending both quantitative and qualitative methodologies, this work is a useful base for researchers wanting to advance the mission of theory and methodological development toward maturing the field of social entrepreneurship. Foreword Preface Acknowledgements Contents About the Authors Abbreviations List of Figures List of Tables 1 Introduction: Social Entrepreneurship in Context 1.1 Introduction 1.1.1 The Need for Clarity 1.1.2 Business and NPOs’ Operational Strategies 1.1.3 The Need for NPOs’ Operational Sustainability 1.1.4 Stating the Intent 1.2 The Meaning of Entrepreneurship 1.2.1 Entrepreneurship—Business Perspective 1.2.2 Entrepreneurship—Personal Competence 1.2.3 Entrepreneurship in the Social Context 1.2.4 Social Entrepreneurs vs Social Workers 1.3 Imperative: Developing Countries 1.3.1 Caribbean NPOs Operational Sustainability Imperatives 1.3.2 Book Context 1.3.3 Blueprint of This Book References 2 Sustainability and Social Development 2.1 Introduction 2.2 Sustainability: Global Imperatives 2.3 Sustainability: National Imperative—Caribbean Context 2.4 Sustainability: Business Sector 2.4.1 Operational Sustainability 2.4.2 Sustainable Development and Business Strategy 2.4.3 Sustainable Business Strategies 2.4.4 Blurred Boundaries: Business and Social Sector 2.4.5 Corporate Social Responsibility vs Social Entrepreneurship 2.5 Sustainability—Social Sector 2.5.1 Demand for Sustainability 2.5.2 NPO Sustainability—Caribbean Context 2.5.3 Path to NPO Sustainability 2.6 Conclusion References 3 Social Entrepreneurship Strategies for NPOs’ Organisational Sustainability 3.1 Introduction 3.2 Definitional Ambiguities 3.3 Definitional Concepts—Four Schools of Thought 3.3.1 American Context: Social Innovation and Social Enterprise Approaches 3.3.2 European Context: WISE and EMES Approaches 3.3.3 SE Schools—Varied Concepts 3.3.4 Towards a Working Definition of Social Entrepreneurship 3.4 Strategies for Operational Sustainability 3.4.1 Strategies for NPO Sustainability 3.5 SE Strategies for NPOs’ Sustainability 3.6 SE Strategies in Practice 3.6.1 Entrepreneurial Leadership and Sustainability 3.6.2 Programme Strategy and Sustainability 3.6.3 Financial Strategy and Sustainability 3.6.3.1 Mission Drift 3.6.4 Accountability Strategy and Sustainability 3.6.5 Human Resource Strategy and Sustainability 3.6.6 Marketing Strategies and Sustainability 3.6.7 Network Strategy 3.7 Social Entrepreneurship Strategies and Operational Practices 3.8 Conclusion References 4 Sustainability Challenges of Caribbean NPOs 4.1 Introduction 4.2 NPOs Performance in the International Context 4.2.1 SE in the International Context 4.3 The Caribbean—Developing Countries 4.4 NPOs Performance in the Caribbean Context 4.4.1 SE in the Caribbean Context 4.5 Overcoming Challenges: Institutional Support 4.5.1 Institutional Support: Operational and Social Impact 4.5.2 Institutional Support: Developing Economies—The Caribbean 4.6 Concluding Statements References 5 Baseline Profile of NPOs’ Performance in the Caribbean 5.1 Introduction 5.2 Data Collection Method 5.2.1 Population and Sample 5.2.2 Measurement and Controls 5.2.3 Reporting Integrity 5.3 Sample Profile 5.4 Baseline Profile—Caribbean NPOs SE Strategies 5.4.1 Entrepreneurial Leadership and Operational Strategies 5.4.2 Accountability Strategies 5.4.3 Networking Strategies 5.4.4 Financial Strategy 5.4.5 Caribbean NPOs SE Strategies 5.4.6 Institutional Support 5.5 Caribbean NPOs Measures of Sustainability 5.5.1 NPOs Financial Viability 5.5.2 NPOs’ Social Impact 5.5.3 NPOs’ Financial Sustainability 5.6 Conclusion References 6 Case Studies on Social Entrepreneurship in the Caribbean: T&T NPOS 6.1 Introduction 6.2 Case 1—Chosen Vessels 6.2.1 Background 6.2.2 Method 6.2.3 Operational Performances 6.2.3.1 HR Capabilities: Before 2013 6.2.3.2 HR Capabilities: 2019 6.2.3.3 Financial Capabilities 6.2.3.4 Creation of Social Impact 6.2.3.5 Accountability Strategies 6.2.4 Operational, Social, and Financial Performances: Baseline vs Chosen Vessel—Before and After 2012 6.2.5 Data Analysis 6.3 Case 2—Nature Seekers 6.3.1 Background 6.3.2 Method 6.3.3 Operational Performances 6.3.3.1 HR Capabilities 6.3.3.2 Financial Capabilities 6.3.3.3 Creation of Social Impact 6.3.3.4 Accountability Strategies 6.3.3.5 Marketing Strategy 6.3.3.6 Networking 6.3.4 Case Analysis 6.4 Conclusion of Case Studies References 7 Social Entrepreneurship in the Caribbean 7.1 Introduction 7.2 Triangulation—Brief Overview 7.2.1 Triangulation of Datasets 7.3 SE in the Caribbean 7.3.1 Entrepreneurial Leadership and Business Management 7.3.2 Caribbean NPOs Operational and Financial Sustainability 7.3.3 Casual Relationships 7.4 Conclusive Position of SE in the Caribbean References 8 Social Entrepreneurship Strategies and Social Sector Sustainability in the Caribbean: Implications and Imperatives 8.1 Introduction 8.2 National and Private Sector Implications 8.2.1 Legal and Regulatory 8.2.2 Educational Support and Informational Resources 8.3 Social Sector Implications 8.3.1 Moving Forward 8.4 Academic Implications 8.4.1 Methodological 8.4.2 Conceptual 8.4.3 Contextual 8.5 Conclusion and Recommendation for Future Research References Index