Social Entrepreneurship and Social Transformation: An Exploratory Study
Sarah H. Alvord
Harvard Graduate School of Education
L. David Brown
Harvard University - John F. Kennedy School of Government - Hauser Center
Christine W. Letts
Harvard University - Harvard Kennedy School (HKS)
Hauser Center for Nonprofit Organizations Working Paper No. 15
This study provides a comparative analysis of seven cases of social entrepreneurship that have been widely recognized as successful. The paper suggests factors associated with successful social entrepreneurship, particularly with social entrepreneurship that leads to significant changes in the social, political and economic contexts for poor and marginalized groups. It generates hypotheses about core innovations, leadership, organization, and scaling up in successful social entrepreneurship. The paper concludes with a discussion of the implications for the practice of social entrepreneurship, for further research, and for the continued development of support technologies and institutions that will encourage future social entrepreneurship.
Number of Pages in PDF File: 26
Keywords: Social Entreprenuership, Leadership, Innovationsworking papers series
Date posted: November 22, 2002
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