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{{Short description|Non-specific organisational entrepreneur}}
{{Short description|Non-specific organisational entrepreneur}}
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{{Multiple issues|{{tone|date=January 2016}}
{{tone|date=January 2016}}
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{{Use dmy dates|date=September 2015}}
{{Use dmy dates|date=September 2015}}
A '''Corporate Social Entrepreneur''' ('''CSE''') is someone who attempts to advance a social agenda in addition to a formal job role as part of a corporation. CSEs may or may not operate in organizational contexts that are predisposed toward [[corporate social responsibility]]. CSEs' concerns are with both the development of social capital and economic capital, and the formal job role of a CSE may not necessarily be connected with corporate social responsibility, nor does a CSE have to be in an executive or management position.{{sfn|Hemingway|2013b}}<ref name="ReferenceB"/>
A '''corporate social entrepreneur''' ('''CSE''') is someone who attempts to advance a social agenda in addition to a formal job role as part of a corporation. It is possible for CSEs to work in organizational contexts that are favourable to [[corporate social responsibility]] (CSR). CSEs focus on developing both [[social capital]], [[economic capital]] and their formal job role may not always align with corporate social responsibility. A person in a non-executive or managerial position can still be considered a CSE.{{sfn|Hemingway|2013b}}<ref name="ReferenceB">{{Cite journal |last1=Austin |first1=James |last2=Stevenson |first2=Howard |last3=Wei-Skillern |first3=Jane |year=2012 |title=Social and commercial entrepreneurship: Same, different, or both? |journal=Revista de Administração |volume=47 |issue=3 |pages=370–384 |doi=10.5700/rausp1055 |doi-access=free}}</ref>


==Relevance==
==Relevance==


CSE is multi-disciplinary, relating to the fields of [[corporate social responsibility]] and [[sustainability]]. It is relevant to business and management; specifically to [[business ethics]], [[sustainability]], [[organizational behavior]], [[entrepreneurship]], [[human resource management]] and [[business strategy]]. The concept overlaps with [[sociology]], [[anthropology]] and [[social psychology]] and [[philosophy]]. See also: [[corporate social responsibility]].{{sfn|Hemingway|2013a}}
CSE is a multi-disciplinary scientific sub-field relating to the fields of [[corporate social responsibility]] and [[sustainability]]. It has relevance in the context of business and management, specifically in areas such as [[business ethics]], [[sustainability]], [[organizational behavior]], [[entrepreneurship]], [[human resource management]] and [[business strategy]]. The concept has intersections with [[sociology]], [[anthropology]], [[social psychology]] and [[philosophy]].{{sfn|Hemingway|2013a}}


The social entrepreneurship literature has largely concentrated on the voluntary, not-for-profit, or "third" sector. In the for-profit context, the social entrepreneur is traditionally perceived as a philanthropic agent or business owner.<ref name="ReferenceB" /><ref>{{Cite journal |last1=Thompson |first1=John L. |year=2002 |title=The world of the social entrepreneur |journal=International Journal of Public Sector Management |volume=15 |issue=5 |pages=412–431 |doi=10.1108/09513550210435746}}</ref> In the UK, the corporation is defined by the company’s directors and shareholders in its articles of association, requiring employees to deliver returns to shareholders, through their job roles.<ref>{{Cite web |date=10 October 2017 |title=Model articles of association for limited companies |url=https://www.gov.uk/guidance/model-articles-of-association-for-limited-companies |website=GOV.UK}}</ref> The exception to this might be the UK’s Co-operative Group, which describes its business as guided by a social mission and is not responsible to shareholders for delivering profit.
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==Background==
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CSE was first described in 2002 from a theoretical working paper which was published in the [[Hull University]] Business School Research Memoranda Series.<ref>Hemingway, C.A., An Exploratory Analysis of Corporate Social Responsibility: Definitions, Motives and Values, Research Memorandum No. 34, University of Hull Business School. 2002. {{ISBN|1-902034-24-4}}</ref> In that paper, it was argued that CSR (and within that, sustainability) can also be motivated by personal values, in addition to the more obvious economic and macro political drivers. This reflected the traditional philosophical and business ethics debate regarding [[moral agency]].<ref>{{Cite journal | doi=10.1111/1467-8608.00259| title=Moral agency as victim of the vulnerability of autonomy| journal=Business Ethics: A European Review| volume=11| pages=62–76| year=2002| last1=Lovell| first1=Alan}}</ref>{{sfn|Maclagan|1998}} This paper was followed by a U.K. conference paper which discussed the importance of managerial discretion in CSR and was published the following year in the [[Journal of Business Ethics]].<ref>{{cite journal |last1=Hemingway |first1=Christine A. |last2=Maclagan |first2=Patrick W. |title=Managers' Personal Values as Drivers of Corporate Social Responsibility |journal=Journal of Business Ethics |date=2004 |volume=50 |issue=1 |pages=33–44 |jstor=25123191 }}</ref><ref name="ReferenceC">{{Cite journal |doi = 10.1023/B:BUSI.0000020964.80208.c9|title = Managers' Personal Values as Drivers of Corporate Social Responsibility|journal = Journal of Business Ethics|volume = 50|pages = 33–44|year = 2004|last1 = Hemingway|first1 = Christine A.|last2 = MacLagan|first2 = Patrick W.|s2cid = 154889970}}</ref>


CSE is unlikely to have the time or other resources to commit full-scale due to organizational constraints. Hence, corporate social entrepreneurship is characterized by its informality.<ref>{{cite book |last1=Hemingway |first1=Christine A. |title=Corporate Social Entrepreneurship: Integrity Within |date=2013 |publisher=Cambridge University Press |isbn=978-1-107-44719-6 |pages=119–192}}</ref> The entrepreneurial discretion that is required to perform it is controversial.{{sfn|Hemingway|2005}} Activity done by CSEs varied across the domains of CSR.{{sfn|Hemingway|2013a|loc=Chapters 8, 9}}
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The term "corporate social entrepreneur" was coined in a paper presented at the 17th Annual European Business Ethics Network Conference in June 2004.<ref name="ReferenceA">Hemingway, C.A., Personal Values as the Catalyst for the Corporate Social Entrepreneur. 17th Annual European Business Ethics Network (EBEN) Conference ('Ethics and Entrepreneurship', University of Twente, Enschede, The Netherlands, 24/26 June 2004</ref> Term corporate social entrepreneur was defined and differentiated from other types of [[entrepreneur]]s such as the executive entrepreneurs, [[Intrapreneurship|intrapreneurs]] (Pinchot, 1985), the policy entrepreneur, and the public or [[social entrepreneur]].<ref name="ReferenceA"/> (See also Austin et al., 2006a for a description of the similarities and differences between commercial and social entrepreneurship).<ref name="ReferenceD">{{Cite journal |doi = 10.1111/j.1540-6520.2006.00107.x|title = Social and Commercial Entrepreneurship: Same, Different, or Both?|journal = Entrepreneurship Theory and Practice|volume = 30|pages = 1–22|year = 2006|last1 = Austin|first1 = James|last2 = Stevenson|first2 = Howard|last3 = Wei-Skillern|first3 = Jane|s2cid = 154727792}}</ref> Initially, the term related to managers. However it was later widened to includes employees at any level of a firm, regardless of their formally appointed status. Exploratory research shows that being a senior manager is not a pre-requisite for corporate social entrepreneurship, although it is an advantage.{{sfn|Hemingway|2013b}}


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==Background==
Hemingway’s concept of the CSE emerged as a result of her own personal experience working as a marketing executive in the corporate world and it has also been the subject of some exploratory empirical investigation{{sfn|Hemingway|2013a}} The notion was also inspired by Wood, who had previously referred to 'Ethical training, cultural background, preferences…and life experiences…that motivate human behavior',<ref>{{Cite journal |jstor = 258977|title = Corporate Social Performance Revisited|journal = The Academy of Management Review|volume = 16|issue = 4|pages = 691–718|last1 = Wood|first1 = Donna J.|year = 1991|doi = 10.5465/amr.1991.4279616|hdl = 10068/100015}}</ref> thereby supporting Trevino’s conceptual interactionist model of ethical decision making in organizations.<ref>{{Cite journal |doi = 10.5465/amr.1986.4306235|title = Ethical Decision Making in Organizations: A Person-Situation Interactionist Model|journal = Academy of Management Review|volume = 11|issue = 3|pages = 601–617|year = 1986|last1 = Trevino|first1 = Linda Klebe}}</ref> Trevino's model included both individual and situational moderators, to combine with the individual’s stage of cognitive [[moral development]],<ref>Kohlberg, L., in Handbook of Socialization Theory and Research D.A. Goslin, ed., Rand McNally, Chicago. 1969, pp. 347–480.</ref> to produce either ethical or unethical behavior. And whilst studies existed regarding the activities of environmental champions at work<ref>{{Cite journal |jstor = 1252307|title = Socially Responsible Organizational Buying: Environmental Concern as a Noneconomic Buying Criterion|journal = Journal of Marketing|volume = 58|issue = 3|pages = 1–19|last1 = Drumwright|first1 = Minette E.|year = 1994|doi = 10.1177/002224299405800301|s2cid = 167322639}}</ref> or other change leaders,<ref>Meyerson, D.E., Tempered Radicals: Succeeding At Work Without Selling Out, Harvard Business School Press, Boston, Mass. 2001.</ref> none of these studies specifically examined the role of employees' personal values in entrepreneurial discretion with regard to CSR/sustainability.
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CSE was initially described in 2002 in a theoretical working paper published in the [[Hull University]] Business School Research Memoranda Series.<ref>Hemingway, C.A., An Exploratory Analysis of Corporate Social Responsibility: Definitions, Motives and Values, Research Memorandum No. 34, University of Hull Business School. 2002. {{ISBN|1-902034-24-4}}</ref> The paper argued that personal values could also motivate CSR (and sustainability), along with more apparent economic and macro-political drivers. This reflected traditional business ethics and the philosophical debate on [[moral agency]].<ref>{{Cite journal | doi=10.1111/1467-8608.00259| title=Moral agency as victim of the vulnerability of autonomy| journal=Business Ethics: A European Review| volume=11| pages=62–76| year=2002| last1=Lovell| first1=Alan}}</ref>{{sfn|Maclagan|1998}} The paper was then followed by a UK conference paper, published the following year in the [[Journal of Business Ethics]],<ref name="Hemingway & Maclagan 2004">{{cite journal |last1=Hemingway |first1=Christine A. |last2=Maclagan |first2=Patrick W. |title=Managers' Personal Values as Drivers of Corporate Social Responsibility |journal=Journal of Business Ethics |date=2004 |volume=50 |issue=1 |pages=33–44 |jstor=25123191 |doi=10.1023/B:BUSI.0000020964.80208.c9 |s2cid=154889970 }}</ref> which discussed the significance of managerial discretion in CSR.


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The term "corporate social entrepreneur" was first used in a paper presented during the 17th Annual European Business Ethics Network Conference held in June 2004.<ref name="ReferenceA">Hemingway, C.A., Personal Values as the Catalyst for the Corporate Social Entrepreneur. 17th Annual European Business Ethics Network (EBEN) Conference ('Ethics and Entrepreneurship', University of Twente, Enschede, The Netherlands, 24/26 June 2004</ref> The term "corporate social entrepreneur" was defined and distinguished from other types of [[entrepreneur]]s, such as executive entrepreneurs, [[Intrapreneurship|intrapreneurs]] (Pinchot, 1985), policy entrepreneurs, and public or [[social entrepreneur]].<ref name="ReferenceD">{{Cite journal |doi = 10.1111/j.1540-6520.2006.00107.x|title = Social and Commercial Entrepreneurship: Same, Different, or Both?|journal = Entrepreneurship Theory and Practice|volume = 30|pages = 1–22|year = 2006|last1 = Austin|first1 = James|last2 = Stevenson|first2 = Howard|last3 = Wei-Skillern|first3 = Jane|s2cid = 154727792}}</ref><ref name="ReferenceA"/> The term initially referred to managers. However, employee inclusion was later extended to all levels of the firm.{{sfn|Hemingway|2013b}}
Thus, the connection between philosophical ideas of moral character as an influence for [[corporate social responsibility]] (CSR) and the psychological notions of prosocial or pro-environmental behavior, provides a different focus from the more commonly discussed structural drivers for CSR/sustainability in business and management i.e., business strategy in the form of public relations activity; encouragement from government or organizational context (see also [[philanthropy]]).


Dr. Christine A. Hemingway developed the idea of CSE after her stint as a marketing executive in the corporate sector.{{sfn|Hemingway|2013a}} The notion was also inspired by Wood, who had previously referred to "Ethical training, cultural background, preferences…and life experiences…that motivate human behavior".<ref>{{Cite journal |jstor = 258977|title = Corporate Social Performance Revisited|journal = The Academy of Management Review|volume = 16|issue = 4|pages = 691–718|last1 = Wood|first1 = Donna J.|year = 1991|doi = 10.5465/amr.1991.4279616|hdl = 10068/100015}}</ref><ref>{{Cite journal |doi = 10.5465/amr.1986.4306235|title = Ethical Decision Making in Organizations: A Person-Situation Interactionist Model|journal = Academy of Management Review|volume = 11|issue = 3|pages = 601–617|year = 1986|last1 = Trevino|first1 = Linda Klebe}}</ref>
==Difference between the corporate social entrepreneur and the social entrepreneur==

The social entrepreneurship literature has largely concentrated on the voluntary, not-for-profit or "third" sector. In the for-profit context, the social entrepreneur is traditionally perceived as a philanthropic agent or business owner.<ref name="ReferenceB">{{Cite journal |doi=10.5700/rausp1055 |title=Social and commercial entrepreneurship: Same, different, or both? |journal=Revista de Administração |volume=47 |issue=3 |pages=370–384 |year=2012 |last1=Austin |first1=James |last2=Stevenson |first2=Howard |last3=Wei-Skillern |first3=Jane|doi-access=free }}</ref><ref>{{Cite journal |doi=10.1108/09513550210435746 |title=The world of the social entrepreneur |journal=International Journal of Public Sector Management |volume=15 |issue=5 |pages=412–431 |year=2002 |last1=Thompson |first1=John L.}}</ref> However, the corporate model provides a very different context. In the UK, the corporation is defined by the company’s directors and shareholders in its articles of association, requiring employees to deliver returns to shareholders, through their job roles.<ref>{{Cite web|url=https://www.gov.uk/guidance/model-articles-of-association-for-limited-companies|title=Model articles of association for limited companies|website=GOV.UK}}</ref> The exception to this might be the UK’s Co-operative Group, which describes its business as guided by social mission and is not responsible to shareholders for delivering profit. Consequently, unless a corporate employee has been given special dispensation from the [[profit motive]] in order to specifically create social value, their employed work cannot be described as social entrepreneurship (although the individual’s activities outside of the workplace might be). So, even though the majority of corporations, nowadays, claim to be fully committed to CSR, it is pushing the boundaries to describe even the most hybrid of companies (such as those dedicated to the growth of fair trade or environmentally sustainable production), as social enterprises staffed by social entrepreneurs. This is because the remit of the organization as a corporation prevents this. As a consequence, the CSE is unlikely to have the time or other resources to commit full scale toward progressing a socially responsible agenda, due to organizational constraints. Hence corporate social entrepreneurship is characterized by its informality, in terms of being added on to the job and performed in an ad-hoc way, which results in its tremendous variability.<ref>{{cite book |last1=Hemingway |first1=Christine A. |title=Corporate Social Entrepreneurship: Integrity Within |date=2013 |publisher=Cambridge University Press |isbn=978-1-107-44719-6 |pages=119–192}}</ref> Furthermore, the entrepreneurial discretion which is required to perform it is controversial.{{sfn|Hemingway|2005}}


==Business ethics==
==Business ethics==


Corporate social entrepreneurship exists alongside business ethics but is a distinct concept. Whether or not a business performs an ethical activity is a matter that is separate from a business's entrepreneurial attempts to improve the community. Though both corporate entrepreneurial initiatives and business ethics practices stem from the leadership of a corporate entity, policies may differ. Embezzlement of social entrepreneurial funds is not unheard of, nor are generally unethical business practices being covered up by robust social entrepreneurial programs.<ref>{{cite journal |last1=Jones Christensen |first1=Lisa |last2=Mackey |first2=Alison |last3=Whetten |first3=David |title=Taking Responsibility for Corporate Social Responsibility: The Role of Leaders in Creating, Implementing, Sustaining, or Avoiding Socially Responsible Firm Behaviors |journal=Academy of Management Perspectives |date=1 May 2014 |volume=28 |issue=2 |pages=164–178 |doi=10.5465/amp.2012.0047 }}</ref><ref>{{cite conference |id={{ProQuest|1803688400}} |last1=Dejardin |first1=Marcus |last2=Laurent |first2=Hélène |title=The Ambivalent Effect of Corruption on Entrepreneurship and Economic Development |conference=International OFEL Conference on Governance, Management and Entrepreneurship |location=Zagreb |date=April 2016 |pages=903–924 }}</ref>
Embezzlement of social entrepreneurial funds is not unheard of, nor are generally unethical business practices being covered up by robust social entrepreneurial programs.<ref>{{cite journal |last1=Jones Christensen |first1=Lisa |last2=Mackey |first2=Alison |last3=Whetten |first3=David |title=Taking Responsibility for Corporate Social Responsibility: The Role of Leaders in Creating, Implementing, Sustaining, or Avoiding Socially Responsible Firm Behaviors |journal=Academy of Management Perspectives |date=1 May 2014 |volume=28 |issue=2 |pages=164–178 |doi=10.5465/amp.2012.0047 }}</ref><ref>{{cite conference |id={{ProQuest|1803688400}} |last1=Dejardin |first1=Marcus |last2=Laurent |first2=Hélène |title=The Ambivalent Effect of Corruption on Entrepreneurship and Economic Development |conference=International OFEL Conference on Governance, Management and Entrepreneurship |location=Zagreb |date=April 2016 |pages=903–924 }}</ref> Many businesses conduct social entrepreneurship for the sake of public relations.<ref>{{cite journal |last1=Chell |first1=Elizabeth |last2=Spence |first2=Laura J. |last3=Perrini |first3=Francesco |last4=Harris |first4=Jared D. |title=Social Entrepreneurship and Business Ethics: Does Social Equal Ethical? |journal=Journal of Business Ethics |date=1 February 2016 |volume=133 |issue=4 |pages=619–625 |doi=10.1007/s10551-014-2439-6 |doi-access=free }}</ref> Social corporate entrepreneurship activity has yet to be quantified on any objective scale.<ref>{{Cite journal|last1=Kuratko|first1=Donald F.|last2=McMullen|first2=Jeffery S.|last3=Hornsby|first3=Jeffrey S.|last4=Jackson|first4=Chad|date=2017-05-01|title=Is your organization conducive to the continuous creation of social value? Toward a social corporate entrepreneurship scale|journal=Business Horizons|volume=60|issue=3|pages=271–283|doi=10.1016/j.bushor.2016.12.003|s2cid=157716734 }}</ref> There is some evidence that supports the idea that businesses that are ethical, as reported by their employees, are performing better than those that are not.<ref>{{cite journal |last1=Ogbari |first1=Mercy Ejovwokeoghene |last2=Oke |first2=Adunola Oluremi |last3=Ibukunoluwa |first3=Adeyemo A. |last4=Ajagbe |first4=Musibau Akintunde |last5=Ologbo |first5=Andrew Cat |title=Entrepreneurship and Business Ethics: Implications on Corporate Performance |journal=International Journal of Economics and Financial Issues |date=12 June 2016 |volume=6 |issue=3S |pages=50–58 |id={{ProQuest|1809615223}} |url=https://www.econjournals.com/index.php/ijefi/article/view/2606 }}</ref> This evidence is joined by other evidence which suggests that employees tend to leave companies that they do not view as behaving ethically.<ref>{{cite thesis |last1=Low |first1=Mei Peng |title=Linking Entrepreneurial Orientation and Internal Corporate Social Responsibility to Employees' Intention to Leave in Small Medium Sized Enterprises: The case of Malaysia |date=2017 |url=http://eprints.utar.edu.my/2420/ }}</ref> CSE has been described as a manifestation of [[enlightened self-interest]].<ref name="ReferenceD" /><ref>Austin, J.; Leonard, H.; Reficco, E. and Wei-Skillern, J. in Social Entrepreneurship: New Models of Sustainable Social Change A. Nicholls, ed., Oxford University Press, Oxford. 2006b, pp. 169 – 181.</ref><ref>Austin, J.; Leonard, H; Reficco, E. and Wei-Skillern, J. in The Accountable Corporation: Corporate Social Responsibility Volume 3 M. Epstein and K. Hanson, eds., Praeger, Westport, CT. 2006c, pp.237 – 247.</ref> Alternatively, a deontological viewpoint frames acts of socially responsible behavior as driven by the individual's sense of duty to society, which may be viewed in terms of [[altruism]].<ref name="Hemingway & Maclagan 2004" />{{sfn|Hemingway|2013a|p=49-50}}

Furthermore, many businesses conduct social entrepreneurship for the sake of public relations, causing many to be skeptical about the link between ethical business practice and the practice of social entrepreneurship.<ref>{{cite journal |last1=Chell |first1=Elizabeth |last2=Spence |first2=Laura J. |last3=Perrini |first3=Francesco |last4=Harris |first4=Jared D. |title=Social Entrepreneurship and Business Ethics: Does Social Equal Ethical? |journal=Journal of Business Ethics |date=1 February 2016 |volume=133 |issue=4 |pages=619–625 |doi=10.1007/s10551-014-2439-6 |doi-access=free }}</ref> Depending on the industry and country, it may be necessary to appear to be socially responsible and to start new socially oriented programs as a large business in order to survive.<ref>{{Cite journal|last1=Zahra|first1=Shaker A.|last2=Wright|first2=Mike|date=2016-06-01|title=Understanding the Social Role of Entrepreneurship|journal=Journal of Management Studies|language=en|volume=53|issue=4|pages=610–629|doi=10.1111/joms.12149 |hdl=10044/1/30526|doi-access=free}}</ref> Depending on the exact corporate program, what is socially beneficially and ethical at a small scale may not be such at a larger scale.<ref>{{Cite journal|last1=André|first1=Kevin|last2=Pache|first2=Anne-Claire|date=2016-02-01|title=From Caring Entrepreneur to Caring Enterprise: Addressing the Ethical Challenges of Scaling up Social Enterprises|journal=Journal of Business Ethics|language=en|volume=133|issue=4|pages=659–675|doi=10.1007/s10551-014-2445-8|s2cid=144636359 }}</ref> Thus the problem of what is socially responsible in corporate entrepreneurship and what is an ethical business practice is far from solved.

Importantly, social corporate entrepreneurship activity has yet to be quantified on any objective scale, meaning that claims by businesses about their entrepreneurial activities are hard to assess.<ref>{{Cite journal|last1=Kuratko|first1=Donald F.|last2=McMullen|first2=Jeffery S.|last3=Hornsby|first3=Jeffrey S.|last4=Jackson|first4=Chad|date=2017-05-01|title=Is your organization conducive to the continuous creation of social value? Toward a social corporate entrepreneurship scale|journal=Business Horizons|volume=60|issue=3|pages=271–283|doi=10.1016/j.bushor.2016.12.003|s2cid=157716734 }}</ref>

There is some evidence which supports the idea that businesses which are ethical as reported by their employees are higher performing than those that do not.<ref>{{cite journal |last1=Ogbari |first1=Mercy Ejovwokeoghene |last2=Oke |first2=Adunola Oluremi |last3=Ibukunoluwa |first3=Adeyemo A. |last4=Ajagbe |first4=Musibau Akintunde |last5=Ologbo |first5=Andrew Cat |title=Entrepreneurship and Business Ethics: Implications on Corporate Performance |journal=International Journal of Economics and Financial Issues |date=12 June 2016 |volume=6 |issue=3S |pages=50–58 |id={{ProQuest|1809615223}} |url=https://www.econjournals.com/index.php/ijefi/article/view/2606 }}</ref> This evidence is joined by other evidence which suggests that employees tend to leave companies that they do not view as behaving ethically.<ref>{{cite thesis |last1=Low |first1=Mei Peng |title=Linking Entrepreneurial Orientation and Internal Corporate Social Responsibility to Employees' Intention to Leave in Small Medium Sized Enterprises: The case of Malaysia |date=2017 |url=http://eprints.utar.edu.my/2420/ }}</ref>

CSE which creates social value and benefits both the corporation and society has been described as a manifestation of [[enlightened self-interest]].<ref name="ReferenceD"/><ref>Austin, J.; Leonard, H.; Reficco, E. and Wei-Skillern, J. in Social Entrepreneurship: New Models of Sustainable Social Change A. Nicholls, ed., Oxford University Press, Oxford. 2006b, pp. 169 – 181.</ref><ref>Austin, J.; Leonard, H; Reficco, E. and Wei-Skillern, J. in The Accountable Corporation: Corporate Social Responsibility Volume 3 M. Epstein and K. Hanson, eds., Praeger, Westport, CT. 2006c, pp.237 – 247.</ref> Alternatively, a deontological viewpoint frames acts of socially responsible behavior as driven by the individual's sense of duty to society, which may be viewed in terms of [[altruism]].<ref name="ReferenceC"/>{{sfn|Hemingway|2013a|p=49-50}}

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==Research findings==

Ethnographic research was conducted{{who|date=January 2016}} in a $1.4bn multi-national corporation between 2005-2008. The tentative findings described four modes of moral commitment to social responsibility and sustainability: the Active CSE, the Concealed CSE, the Conformist and the Disassociated. The 'Disassociated' advocated "more aggressive performance management" for the company and espoused the notion that values were in opposition to corporate performance. The 'Conformist' mode represented the majority of subjects in the study, conforming to the prevailing ethical context, whatever that might be. Many of these individuals were occupying formal CSR/sustainability roles. This mode was characterized by enlightened self-interest: i.e., that CSR/sustainability was good for their careers as well as good for the company. Neither of these two modes contained CSEs. Two modes of corporate social entrepreneurship, 'Active' and 'Concealed', were comparable by their espoused self-transcendent values, and were distinguished by their perception of the organizational context as supportive, or not, of CSR/sustainability.<ref>Schwartz, S.H. Basic Individual Values: Sources and Consequences. In T. Brosch and D. Sander (Eds.), Handbook of Value: Perspectives from Economics, Neuroscience, Philosophy, Psychology and Sociology. Oxford University Press, 2015</ref><ref>{{Cite journal |doi = 10.1111/jopy.12228|pmid = 26358414|title = Does the Value Circle Exist within Persons or Only Across Persons?|journal = Journal of Personality|volume = 85|issue = 2|pages = 151–162|year = 2017|last1 = Borg|first1 = Ingwer|last2 = Bardi|first2 = Anat|last3 = Schwartz|first3 = Shalom H.}}</ref> The 'Concealed' CSE was an advocate of some aspects of CSR/sustainability, whilst others were progressed outside of work, because of perceived organizational constraints. By comparison, the 'Active' CSE mode contained individuals with who would speak up when they saw the potential for corporate wrongdoing. This minority of people had a reputation within the company as responsible personal leaders of integrity.{{sfn|Hemingway|2013a|loc=Part III, ch 8-11}}

Activity done by CSEs varied in magnitude across the domains of CSR. Some had initiated company-wide and formally approved environmental projects. Others had advocated animal welfare, or spoke out to protect vulnerable colleagues. CSEs were found in different company positions, and a characteristic of CSEs was that they had actively enlarged their own job roles to encompass their areas of social concern.{{sfn|Hemingway|2013a|loc=Chapters 8, 9}}

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Research by Summers and Dyck (2011) described the abstract stages of CSE as: first socialization, or the conception of a socially beneficial idea. Second externalization, developing the idea into a concrete plan. Third integration, making the idea a reality using any available resources. Finally, fourth is internalization, or establishing the socially beneficial practice into the company.<ref>{{Cite book |doi = 10.1108/S1074-7540(2011)0000013010|chapter = A Process Model of Social Intrapreneurship within a For-Profit Company: First Community Bank|title = Social and Sustainable Entrepreneurship|volume = 13|pages = 139–174|series = Advances in Entrepreneurship, Firm Emergence and Growth|year = 2011|last1 = Summers|first1 = Donald B.|last2 = Dyck|first2 = Bruno|isbn = 978-1-78052-072-8}}</ref>

==Threat or opportunity?==

⚫
All this leads us to the inherent complexity surrounding the subject of CSR, regarding its connection to [[stakeholder theory]]<ref>Freeman, R.E., Strategic Management: a Stakeholder Approach, Pitman, Boston. 1984.</ref> and its essentially contested nature.{{citation needed|date=September 2019}} So, whilst some studies have shown a positive relationship between CSR and financial performance,<ref>{{Cite journal |doi = 10.1177/0170840603024003910|title = Corporate Social and Financial Performance: A Meta-Analysis|journal = Organization Studies|volume = 24|issue = 3|pages = 403–441|year = 2003|last1 = Orlitzky|first1 = Marc|last2 = Schmidt|first2 = Frank L.|last3 = Rynes|first3 = Sara L.|s2cid = 8460439}}</ref> others regard the picture as more nuanced.<ref>{{Cite journal |jstor = 20159336|title = Stakeholder Influence Capacity and the Variability of Financial Returns to Corporate Social Responsibility|journal = The Academy of Management Review|volume = 32|issue = 3|pages = 794–816|last1 = Barnett|first1 = Michael L.|year = 2007|doi = 10.5465/amr.2007.25275520|s2cid = 167584731}}</ref> Consequently, the notion of the Corporate Social Entrepreneur is equally controversial: not solely due to the arguments about the role of business and whether or not CSR helps financial performance; but ''also'' because the concept of employee ''discretion'' has been identified as a key factor regarding a social orientation at work, or, a moral character (in the ancient philosophical sense).<ref>Rabinow, P. (ed.), Michael Foucault Ethics: Subjectivity and Truth, Essential Works of Foucault 1954–1984 Volume 1, Penguin, London. 2000.</ref> And whilst the possibility of ''unethical behavior'' is also acknowledged as an outcome of discretion and agency: corporate ''ir''responsibility{{sfn|Hemingway|2005}} which has been a focus of study in business ethics, is regarded as insufficient and only the starting point, if our quest is to develop more socially responsible organizational contexts. This is of particular relevance in the wake of the [[global financial crisis]] from 2008, caused by financial irregularities and lapses in [[corporate governance]] and personal integrity. Further, these failures of neo-liberal capitalism have produced calls to move beyond capitalism.<ref>Mason, P. PostCapitalism: A Guide to Our Future, Penguin, London. 2015</ref> This has been illustrated theoretically by Hemingway (see Chapter 12, 2013), who posited the structural conditioning of big business, from the now old-fashioned Friedmanite position on CSR<ref>{{cite journal |last=Friedman |first=M. |title=The Social Responsibility of Business is to Increase its Profits |url=https://www.bnicapital.ch/files/friedman.pdf |journal=New York Times Magazine |volume=14 |issue=11 |pages=1–13 |year=1970}}</ref> to the current, dominant, instrumental CSR perspective, which was exemplified by her 'Conformist' informants. Then, transforming beyond enlightened self-interest to a new form of capitalism, via corporate social entrepreneurship.{{sfn|Hemingway|2013a|p=205-207}}

==The synonymous nature of corporate social entrepreneurship and social intrapreneurship==

Corporate social entrepreneurship often becomes necessary when there is a difficult balance between the financial objectives of a company and public well-being.<ref>{{Cite journal | doi=10.1108/20454451311303310|title = Building competitive advantage through social intrapreneurship| journal=South Asian Journal of Global Business Research| volume=2| pages=104–127|year = 2013|last1 = Venn|first1 = Ronald| last2=Berg| first2=Nicola}}</ref> These individuals are closely related to and sometimes referred to as Social Intraprenuers.<ref>{{cite web|url=https://www.theguardian.com/social-enterprise-network/2011/jan/31/social-entrepreneur-business-insiders-change|title = A guide to 'social intrapreneurs' and where to find them|website = [[TheGuardian.com]]|date = 31 January 2011}}</ref> Indeed, Hemingway (2013) referred to the synonymous nature of the two terms: intrapreneur (Pinchot, 1985) and corporate entrepreneur.{{sfn|Hemingway|2013a|p=86}}


⚫
==Research==
Social entrepreneurship was described by two landmark reports on the subject. Net Impact, with the support of eBay, wrote the report ''Making Your Impact at Work,''<ref>https://www.som.cranfield.ac.uk/som/dinamic-content/media/social%20intrapreneurs%20occasional%20paper.pdf {{Bare URL PDF|date=March 2022}}</ref> and SustainAbility, with the support of IDEO, Skoll Foundation, and Allianz, compiled the report ''The Social Intrapreneur: A Field Guide for Corporate Changemakers''.<ref>{{cite web |url=http://www.echoinggreen.org/sites/default/files/The_Social_Intrapreneurs.pdf |title=Archived copy |access-date=14 November 2015 |archive-url=https://web.archive.org/web/20160305063940/http://www.echoinggreen.org/sites/default/files/The_Social_Intrapreneurs.pdf |archive-date=5 March 2016 |url-status=dead }}</ref> BeDo held the first conference on the subject, BeDo Intra 2009, around the Social Capital Markets Conference (SOCAP09) in San Francisco.<ref>{{Cite web|url=http://bedo.com/intrapreneurs/|title=BeDo Intrapreneurs|website=bedo.com}}</ref> Wherein some social intreprenuers met to discuss their common motivation and challenges in enacting social change. In the fall of 2012, Ashoka Changemakers, in partnership with Accenture, initiated the first network exclusively for social intrapreneurs, the League of Intrapreneurs.<ref>{{Cite web|url=https://www.leagueofintrapreneurs.com/|title=Home|website=League of Intrapreneurs}}</ref> This has since been added to by new networks aiming to actively create new profitably do good ideas and help intrapreneurs to deliver them such as The Circle of Young Intrapreneurs.<ref>{{cite web|url=http://www.circleofyi.com |title=Circle of Intrapreneurs |publisher=Circleofyi.com |date= |accessdate=2022-05-31}}</ref>


⚫
Summers and Dyck (2011) described the abstract stages of CSE as: first socialization, or the conception of a socially beneficial idea. Second externalization, developing the idea into a concrete plan. Third integration, making the idea a reality. Finally, fourth is internalization, or establishing socially beneficial practices in the company.<ref>{{Cite book |doi = 10.1108/S1074-7540(2011)0000013010|chapter = A Process Model of Social Intrapreneurship within a For-Profit Company: First Community Bank|title = Social and Sustainable Entrepreneurship|volume = 13|pages = 139–174|series = Advances in Entrepreneurship, Firm Emergence and Growth|year = 2011|last1 = Summers|first1 = Donald B.|last2 = Dyck|first2 = Bruno|isbn = 978-1-78052-072-8}}</ref>
⚫
Despite the widespread appointment of ethics and compliance officers in the United States.,<ref>Painter-Morland, M. Business Ethics As Practice: Ethics as the Everyday Business of Business. Cambridge University Press, 2008.</ref> many organizations in the United States have experienced difficulty in adding aspects of corporate social entrepreneurship/responsibility into their practices, due to the fact that these methods must be created within the organization. Corporate social entrepreneurship requires those at the top of an organization to take charge and put the company in a position to have a positive social impact, such as offering rewards for employees that act in a socially responsible manner. The value system that is employed within an organization plays a large role for the emergence of corporate social entrepreneurs.<ref name=":0">{{cite web|url = http://www.hbs.edu/faculty/Publication%20Files/09-101.pdf|title = Corporate Social Entrepreneurship|last = Austin; Reficco|first = James; Ezequiel}}</ref> Moreover, the sustainability of social intrapreneurship ventures have been called into question by critics, and the process is generally long and strenuous. Socially beneficial ventures have had difficulties turning profit, as they often look at the long term benefits while struggling in the short term, leading to hesitance from investors.<ref>{{Cite journal|title = Building competitive advantage through social intrapreneurship|journal = South Asian Journal of Global Business Research|pages = 104–127|volume = 2|issue = 1|doi = 10.1108/20454451311303310|first1 = Ronald|last1 = Venn|first2 = Nicola|last2 = Berg|year = 2013}}</ref> Nevertheless, Hemingway's (2013) study showed enormous variation in the types of activities corporate social entrepreneurs were engaged in, across all the domains of CSR. This activity also ranged in scale: from formally sanctioned projects, to informal activity taking place under the organizational 'radar'.{{sfn|Hemingway|2005|p=239}}


⚫
Some studies have shown a positive relationship between CSR and financial performance,<ref>{{Cite journal |doi = 10.1177/0170840603024003910|title = Corporate Social and Financial Performance: A Meta-Analysis|journal = Organization Studies|volume = 24|issue = 3|pages = 403–441|year = 2003|last1 = Orlitzky|first1 = Marc|last2 = Schmidt|first2 = Frank L.|last3 = Rynes|first3 = Sara L.|s2cid = 8460439}}</ref> others regard the picture as more nuanced.<ref>{{Cite journal |jstor = 20159336|title = Stakeholder Influence Capacity and the Variability of Financial Returns to Corporate Social Responsibility|journal = The Academy of Management Review|volume = 32|issue = 3|pages = 794–816|last1 = Barnett|first1 = Michael L.|year = 2007|doi = 10.5465/amr.2007.25275520|s2cid = 167584731}}</ref> Consequently, the notion of the corporate social entrepreneur is controversial due to arguments about the role of business and whether or not CSR helps financial performance, and because the concept of employee ''discretion'' has been considered a key factor in [[moral character]] (in the ancient philosophical sense).<ref>Rabinow, P. (ed.), Michael Foucault Ethics: Subjectivity and Truth, Essential Works of Foucault 1954–1984 Volume 1, Penguin, London. 2000.</ref> Some unethical behavior is sometimes acknowledged as an outcome of discretion and agency; corporate irresponsibility is regarded as insufficient.{{sfn|Hemingway|2005}} This is of particular relevance in the [[2007–2008 financial crisis]], caused by financial irregularities and lapses in [[corporate governance]]. These have produced some calls to move beyond capitalism.<ref>Mason, P. PostCapitalism: A Guide to Our Future, Penguin, London. 2015</ref> Individuals closely related between the financial objectives of a company and public well-being sometimes referred to as Social Intraprenuers.<ref>{{cite web|url=https://www.theguardian.com/social-enterprise-network/2011/jan/31/social-entrepreneur-business-insiders-change|title = A guide to 'social intrapreneurs' and where to find them|website = [[TheGuardian.com]]|date = 31 January 2011}}</ref><ref>{{Cite journal | doi=10.1108/20454451311303310|title = Building competitive advantage through social intrapreneurship| journal=South Asian Journal of Global Business Research| volume=2| pages=104–127|year = 2013|last1 = Venn|first1 = Ronald| last2=Berg| first2=Nicola}}</ref> Hemingway (2013) referred to the synonymous nature of the two terms: intrapreneur (Pinchot, 1985) and corporate entrepreneur.{{sfn|Hemingway|2013a|p=86}}
==Encouraging corporate social entrepreneurship/social intrapreneurship==


⚫
The value system that is employed within an organization plays a large role in the emergence of corporate social entrepreneurs.<ref name=":0">{{cite web|url = http://www.hbs.edu/faculty/Publication%20Files/09-101.pdf|title = Corporate Social Entrepreneurship|last = Austin; Reficco|first = James; Ezequiel}}</ref> Moreover, the sustainability of social intrapreneurship ventures has been called into question by critics. Socially beneficial ventures often struggles in the short term, leading to hesitance from investors.<ref>{{Cite journal|title = Building competitive advantage through social intrapreneurship|journal = South Asian Journal of Global Business Research|pages = 104–127|volume = 2|issue = 1|doi = 10.1108/20454451311303310|first1 = Ronald|last1 = Venn|first2 = Nicola|last2 = Berg|year = 2013}}</ref>
If a company decides to adopt corporate social entrepreneurship, there are a few researched circumstances that have been shown to increase socially intrapreneurial activity. When there is a change in the environment that disconnects sanctions and rewards, a disassociation of the company norms from their assumed moral foundations, resulting in an undermined set of core beliefs.<ref>{{Cite book |doi = 10.1108/S1074-7540(2011)13|title = Social and Sustainable Entrepreneurship|volume = 13|series = Advances in Entrepreneurship, Firm Emergence and Growth|year = 2011|isbn = 978-1-78052-072-8|last1 = Thomas Lumpkin|first1 = G.|last2 = Katz|first2 = Jerome A.| url=http://www.gbv.de/dms/zbw/668090162.pdf }}</ref> When employees are dissatisfied with the existing moral assumptions of the company, they are more likely to take personal initiative. If the employee feels they will be supported and given access to resources without immediate guaranteed results, these employees are more likely to pursue social intrapreneurship past the idea stage.<ref>{{Cite journal |doi = 10.1108/eb039227|pmid = 10292574|title = Fostering Intrapreneurship: The New Competitive Edge|journal = Journal of Business Strategy|volume = 9|issue = 3|pages = 44–47|year = 1988|last1 = Rule|first1 = Erik G.|last2 = Irwin|first2 = Donald W.}}</ref>


==See also==
==See also==
Line 80: Line 52:
== Bibliography==
== Bibliography==
* Archer, M.S., Being Human: The Problem of Agency, Cambridge University Press, Cambridge. 2000.
* Archer, M.S., Being Human: The Problem of Agency, Cambridge University Press, Cambridge. 2000.
* Austin, J.; Stevenson, H. and Wei-Skillern, J., Social Entrepreneurship and Commercial Entrepreneurship: Same, Different, or Both? Entrepreneurship, Theory and Practice 30(1), 1–22. 2006a
* {{cite journal |last1=Austin |first1=James |last2=Stevenson |first2=Howard |last3=Wei–Skillern |first3=Jane |title=Social and Commercial Entrepreneurship: Same, Different, or Both? |journal=Entrepreneurship Theory and Practice |date=January 2006 |volume=30 |issue=1 |pages=1–22 |doi=10.1111/j.1540-6520.2006.00107.x |s2cid=154642522 }}
* Austin, J.; Leonard, H.; Reficco, E. and Wei-Skillern, J. ''Social Entrepreneurship: It is for Corporations too'' in Social Entrepreneurship: New Models of Sustainable Social Change A. Nicholls, ed., Oxford University Press, Oxford. 2006b, pp.&nbsp;169 – 181.
* Austin, J.; Leonard, H.; Reficco, E. and Wei-Skillern, J. ''Social Entrepreneurship: It is for Corporations too'' in Social Entrepreneurship: New Models of Sustainable Social Change A. Nicholls, ed., Oxford University Press, Oxford. 2006b, pp.&nbsp;169 – 181.
* Austin, J.; Leonard, H; Reficco, E. and Wei-Skillern, J. ''Corporate Social Entrepreneurship: A New Vision for CSR'' in The Accountable Corporation: Corporate Social Responsibility Volume 3 M. Epstein and K. Hanson, eds., Praeger, Westport, CT. 2006c, pp.&nbsp;237 – 247.
* Austin, J.; Leonard, H; Reficco, E. and Wei-Skillern, J. ''Corporate Social Entrepreneurship: A New Vision for CSR'' in The Accountable Corporation: Corporate Social Responsibility Volume 3 M. Epstein and K. Hanson, eds., Praeger, Westport, CT. 2006c, pp.&nbsp;237 – 247.
Line 90: Line 62:
* Hemingway, C.A., An Exploratory Analysis of Corporate Social Responsibility: Definitions, Motives and Values, Research Memorandum No. 34, University of Hull Business School. 2002. {{ISBN|978-1-902034-24-9}}
* Hemingway, C.A., An Exploratory Analysis of Corporate Social Responsibility: Definitions, Motives and Values, Research Memorandum No. 34, University of Hull Business School. 2002. {{ISBN|978-1-902034-24-9}}
* Hemingway, C.A., Personal Values as the Catalyst for the Corporate Social Entrepreneur. 17th Annual European Business Ethics Network (EBEN) Conference (‘Ethics and Entrepreneurship’), University of Twente, Enschede, The Netherlands, 24/26 June 2004.
* Hemingway, C.A., Personal Values as the Catalyst for the Corporate Social Entrepreneur. 17th Annual European Business Ethics Network (EBEN) Conference (‘Ethics and Entrepreneurship’), University of Twente, Enschede, The Netherlands, 24/26 June 2004.
* {{cite journal|last1=Hemingway|first1=C.A.|title=Personal Values as a Catalyst for Corporate Social Entrepreneurship|journal=Journal of Business Ethics|date=2005|volume=60|issue=3|pages=233–249|doi=10.1007/s10551-005-0132-5|s2cid=145365066}}
* {{cite journal|last1=Hemingway|first1=C.A.|title=Personal Values as a Catalyst for Corporate Social Entrepreneurship|journal=Journal of Business Ethics|date=2005|volume=60|issue=3|pages=233–249|doi=10.1007/s10551-005-0132-5|s2cid=145365066|url=https://philarchive.org/rec/HEMPVA-4 }}
* Hemingway, C.A., What Determines Corporate Social Entrepreneurship? Antecedents and Consequences, Conditions and Character Traits. Presented at the PhD Workshop, ‘CSR and Sustainable Business’, School of Management and Entrepreneurship, Katholieke Universitat Leuven, Belgium, 5 May 2006.
* Hemingway, C.A., What Determines Corporate Social Entrepreneurship? Antecedents and Consequences, Conditions and Character Traits. Presented at the PhD Workshop, ‘CSR and Sustainable Business’, School of Management and Entrepreneurship, Katholieke Universitat Leuven, Belgium, 5 May 2006.
* {{cite book|last1=Hemingway|first1=C.A.|title=Corporate Social Entrepreneurship: Integrity Within|date=2013a |publisher=Cambridge University Press |location=Cambridge |isbn=978-1-107-44719-6}}
* {{cite book|last1=Hemingway|first1=C.A.|title=Corporate Social Entrepreneurship: Integrity Within|date=2013a |publisher=Cambridge University Press |location=Cambridge |isbn=978-1-107-44719-6}}

Latest revision as of 07:30, 30 July 2024

A corporate social entrepreneur (CSE) is someone who attempts to advance a social agenda in addition to a formal job role as part of a corporation. It is possible for CSEs to work in organizational contexts that are favourable to corporate social responsibility (CSR). CSEs focus on developing both social capital, economic capital and their formal job role may not always align with corporate social responsibility. A person in a non-executive or managerial position can still be considered a CSE.[1][2]

Relevance

[edit]

CSE is a multi-disciplinary scientific sub-field relating to the fields of corporate social responsibility and sustainability. It has relevance in the context of business and management, specifically in areas such as business ethics, sustainability, organizational behavior, entrepreneurship, human resource management and business strategy. The concept has intersections with sociology, anthropology, social psychology and philosophy.[3]

The social entrepreneurship literature has largely concentrated on the voluntary, not-for-profit, or "third" sector. In the for-profit context, the social entrepreneur is traditionally perceived as a philanthropic agent or business owner.[2][4] In the UK, the corporation is defined by the company’s directors and shareholders in its articles of association, requiring employees to deliver returns to shareholders, through their job roles.[5] The exception to this might be the UK’s Co-operative Group, which describes its business as guided by a social mission and is not responsible to shareholders for delivering profit.

CSE is unlikely to have the time or other resources to commit full-scale due to organizational constraints. Hence, corporate social entrepreneurship is characterized by its informality.[6] The entrepreneurial discretion that is required to perform it is controversial.[7] Activity done by CSEs varied across the domains of CSR.[8]

Background

[edit]

CSE was initially described in 2002 in a theoretical working paper published in the Hull University Business School Research Memoranda Series.[9] The paper argued that personal values could also motivate CSR (and sustainability), along with more apparent economic and macro-political drivers. This reflected traditional business ethics and the philosophical debate on moral agency.[10][11] The paper was then followed by a UK conference paper, published the following year in the Journal of Business Ethics,[12] which discussed the significance of managerial discretion in CSR.

The term "corporate social entrepreneur" was first used in a paper presented during the 17th Annual European Business Ethics Network Conference held in June 2004.[13] The term "corporate social entrepreneur" was defined and distinguished from other types of entrepreneurs, such as executive entrepreneurs, intrapreneurs (Pinchot, 1985), policy entrepreneurs, and public or social entrepreneur.[14][13] The term initially referred to managers. However, employee inclusion was later extended to all levels of the firm.[1]

Dr. Christine A. Hemingway developed the idea of CSE after her stint as a marketing executive in the corporate sector.[3] The notion was also inspired by Wood, who had previously referred to "Ethical training, cultural background, preferences…and life experiences…that motivate human behavior".[15][16]

Business ethics

[edit]

Embezzlement of social entrepreneurial funds is not unheard of, nor are generally unethical business practices being covered up by robust social entrepreneurial programs.[17][18] Many businesses conduct social entrepreneurship for the sake of public relations.[19] Social corporate entrepreneurship activity has yet to be quantified on any objective scale.[20] There is some evidence that supports the idea that businesses that are ethical, as reported by their employees, are performing better than those that are not.[21] This evidence is joined by other evidence which suggests that employees tend to leave companies that they do not view as behaving ethically.[22] CSE has been described as a manifestation of enlightened self-interest.[14][23][24] Alternatively, a deontological viewpoint frames acts of socially responsible behavior as driven by the individual's sense of duty to society, which may be viewed in terms of altruism.[12][25]

Research

[edit]

Summers and Dyck (2011) described the abstract stages of CSE as: first socialization, or the conception of a socially beneficial idea. Second externalization, developing the idea into a concrete plan. Third integration, making the idea a reality. Finally, fourth is internalization, or establishing socially beneficial practices in the company.[26]

Some studies have shown a positive relationship between CSR and financial performance,[27] others regard the picture as more nuanced.[28] Consequently, the notion of the corporate social entrepreneur is controversial due to arguments about the role of business and whether or not CSR helps financial performance, and because the concept of employee discretion has been considered a key factor in moral character (in the ancient philosophical sense).[29] Some unethical behavior is sometimes acknowledged as an outcome of discretion and agency; corporate irresponsibility is regarded as insufficient.[7] This is of particular relevance in the 2007–2008 financial crisis, caused by financial irregularities and lapses in corporate governance. These have produced some calls to move beyond capitalism.[30] Individuals closely related between the financial objectives of a company and public well-being sometimes referred to as Social Intraprenuers.[31][32] Hemingway (2013) referred to the synonymous nature of the two terms: intrapreneur (Pinchot, 1985) and corporate entrepreneur.[33]

The value system that is employed within an organization plays a large role in the emergence of corporate social entrepreneurs.[34] Moreover, the sustainability of social intrapreneurship ventures has been called into question by critics. Socially beneficial ventures often struggles in the short term, leading to hesitance from investors.[35]

See also

[edit]

References

[edit]
  1. ^ a b Hemingway 2013b.
  2. ^ a b Austin, James; Stevenson, Howard; Wei-Skillern, Jane (2012). "Social and commercial entrepreneurship: Same, different, or both?". Revista de Administração. 47 (3): 370–384. doi:10.5700/rausp1055.
  3. ^ a b Hemingway 2013a.
  4. ^ Thompson, John L. (2002). "The world of the social entrepreneur". International Journal of Public Sector Management. 15 (5): 412–431. doi:10.1108/09513550210435746.
  5. ^ "Model articles of association for limited companies". GOV.UK. 10 October 2017.
  6. ^ Hemingway, Christine A. (2013). Corporate Social Entrepreneurship: Integrity Within. Cambridge University Press. pp. 119–192. ISBN 978-1-107-44719-6.
  7. ^ a b Hemingway 2005.
  8. ^ Hemingway 2013a, Chapters 8, 9.
  9. ^ Hemingway, C.A., An Exploratory Analysis of Corporate Social Responsibility: Definitions, Motives and Values, Research Memorandum No. 34, University of Hull Business School. 2002. ISBN 1-902034-24-4
  10. ^ Lovell, Alan (2002). "Moral agency as victim of the vulnerability of autonomy". Business Ethics: A European Review. 11: 62–76. doi:10.1111/1467-8608.00259.
  11. ^ Maclagan 1998.
  12. ^ a b Hemingway, Christine A.; Maclagan, Patrick W. (2004). "Managers' Personal Values as Drivers of Corporate Social Responsibility". Journal of Business Ethics. 50 (1): 33–44. doi:10.1023/B:BUSI.0000020964.80208.c9. JSTOR 25123191. S2CID 154889970.
  13. ^ a b Hemingway, C.A., Personal Values as the Catalyst for the Corporate Social Entrepreneur. 17th Annual European Business Ethics Network (EBEN) Conference ('Ethics and Entrepreneurship', University of Twente, Enschede, The Netherlands, 24/26 June 2004
  14. ^ a b Austin, James; Stevenson, Howard; Wei-Skillern, Jane (2006). "Social and Commercial Entrepreneurship: Same, Different, or Both?". Entrepreneurship Theory and Practice. 30: 1–22. doi:10.1111/j.1540-6520.2006.00107.x. S2CID 154727792.
  15. ^ Wood, Donna J. (1991). "Corporate Social Performance Revisited". The Academy of Management Review. 16 (4): 691–718. doi:10.5465/amr.1991.4279616. hdl:10068/100015. JSTOR 258977.
  16. ^ Trevino, Linda Klebe (1986). "Ethical Decision Making in Organizations: A Person-Situation Interactionist Model". Academy of Management Review. 11 (3): 601–617. doi:10.5465/amr.1986.4306235.
  17. ^ Jones Christensen, Lisa; Mackey, Alison; Whetten, David (1 May 2014). "Taking Responsibility for Corporate Social Responsibility: The Role of Leaders in Creating, Implementing, Sustaining, or Avoiding Socially Responsible Firm Behaviors". Academy of Management Perspectives. 28 (2): 164–178. doi:10.5465/amp.2012.0047.
  18. ^ Dejardin, Marcus; Laurent, Hélène (April 2016). The Ambivalent Effect of Corruption on Entrepreneurship and Economic Development. International OFEL Conference on Governance, Management and Entrepreneurship. Zagreb. pp. 903–924. ProQuest 1803688400.
  19. ^ Chell, Elizabeth; Spence, Laura J.; Perrini, Francesco; Harris, Jared D. (1 February 2016). "Social Entrepreneurship and Business Ethics: Does Social Equal Ethical?". Journal of Business Ethics. 133 (4): 619–625. doi:10.1007/s10551-014-2439-6.
  20. ^ Kuratko, Donald F.; McMullen, Jeffery S.; Hornsby, Jeffrey S.; Jackson, Chad (1 May 2017). "Is your organization conducive to the continuous creation of social value? Toward a social corporate entrepreneurship scale". Business Horizons. 60 (3): 271–283. doi:10.1016/j.bushor.2016.12.003. S2CID 157716734.
  21. ^ Ogbari, Mercy Ejovwokeoghene; Oke, Adunola Oluremi; Ibukunoluwa, Adeyemo A.; Ajagbe, Musibau Akintunde; Ologbo, Andrew Cat (12 June 2016). "Entrepreneurship and Business Ethics: Implications on Corporate Performance". International Journal of Economics and Financial Issues. 6 (3S): 50–58. ProQuest 1809615223.
  22. ^ Low, Mei Peng (2017). Linking Entrepreneurial Orientation and Internal Corporate Social Responsibility to Employees' Intention to Leave in Small Medium Sized Enterprises: The case of Malaysia (Thesis).
  23. ^ Austin, J.; Leonard, H.; Reficco, E. and Wei-Skillern, J. in Social Entrepreneurship: New Models of Sustainable Social Change A. Nicholls, ed., Oxford University Press, Oxford. 2006b, pp. 169 – 181.
  24. ^ Austin, J.; Leonard, H; Reficco, E. and Wei-Skillern, J. in The Accountable Corporation: Corporate Social Responsibility Volume 3 M. Epstein and K. Hanson, eds., Praeger, Westport, CT. 2006c, pp.237 – 247.
  25. ^ Hemingway 2013a, p. 49-50.
  26. ^ Summers, Donald B.; Dyck, Bruno (2011). "A Process Model of Social Intrapreneurship within a For-Profit Company: First Community Bank". Social and Sustainable Entrepreneurship. Advances in Entrepreneurship, Firm Emergence and Growth. Vol. 13. pp. 139–174. doi:10.1108/S1074-7540(2011)0000013010. ISBN 978-1-78052-072-8.
  27. ^ Orlitzky, Marc; Schmidt, Frank L.; Rynes, Sara L. (2003). "Corporate Social and Financial Performance: A Meta-Analysis". Organization Studies. 24 (3): 403–441. doi:10.1177/0170840603024003910. S2CID 8460439.
  28. ^ Barnett, Michael L. (2007). "Stakeholder Influence Capacity and the Variability of Financial Returns to Corporate Social Responsibility". The Academy of Management Review. 32 (3): 794–816. doi:10.5465/amr.2007.25275520. JSTOR 20159336. S2CID 167584731.
  29. ^ Rabinow, P. (ed.), Michael Foucault Ethics: Subjectivity and Truth, Essential Works of Foucault 1954–1984 Volume 1, Penguin, London. 2000.
  30. ^ Mason, P. PostCapitalism: A Guide to Our Future, Penguin, London. 2015
  31. ^ "A guide to 'social intrapreneurs' and where to find them". TheGuardian.com. 31 January 2011.
  32. ^ Venn, Ronald; Berg, Nicola (2013). "Building competitive advantage through social intrapreneurship". South Asian Journal of Global Business Research. 2: 104–127. doi:10.1108/20454451311303310.
  33. ^ Hemingway 2013a, p. 86.
  34. ^ Austin; Reficco, James; Ezequiel. "Corporate Social Entrepreneurship" (PDF).{{cite web}}: CS1 maint: multiple names: authors list (link)
  35. ^ Venn, Ronald; Berg, Nicola (2013). "Building competitive advantage through social intrapreneurship". South Asian Journal of Global Business Research. 2 (1): 104–127. doi:10.1108/20454451311303310.

Bibliography

[edit]
  • Archer, M.S., Being Human: The Problem of Agency, Cambridge University Press, Cambridge. 2000.
  • Austin, James; Stevenson, Howard; Wei–Skillern, Jane (January 2006). "Social and Commercial Entrepreneurship: Same, Different, or Both?". Entrepreneurship Theory and Practice. 30 (1): 1–22. doi:10.1111/j.1540-6520.2006.00107.x. S2CID 154642522.
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