CHAO GUO, PhD, is associate professor of nonprofit management in the School of Social Policy and Practice at the University of Pennsylvania. Dr. Guo is senior vice president of the International Council of Voluntarism, Civil Society, and Social Economy Researcher Associations and serves on several boards of directors and editorial boards. In 2008, he was selected as a recipient of the IDEA Award for research promise by the Entrepreneurship Division of the Academy of Management.WOLFGANG BIELEFELD is professor emeritus at the School of Public and Environmental Affairs and the School of Philanthropy at Indiana University-Purdue University Indianapolis. He has taught at the University of Texas at Dallas, the University of Minnesota, and Stanford University. He has written many articles and books, including Managing Nonprofit Organizations and Nonprofit Organizations in an Age of Uncertainty.

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• Tables, Figures, and Exhibit xiThe Authors xiiiIntroduction: Understanding and Using Social Entrepreneurship xvPart One: Social Entrepreneurship: Concept and Context 1One The Many Faces of Social Entrepreneurship 3What Is Social Entrepreneurship? 3Who Are the Social Entrepreneurs? 8Why Social Entrepreneurship? 11Where Does Social Entrepreneurship Occur? 17Concluding Thoughts 22Two Social Entrepreneurship as Organizational Behavior 25Entrepreneurial Orientation 27Measures, Determinants, and Outcomes of EO 32Entrepreneurial Intensity 34Limitations of EO and EI 37Social Entrepreneurial Orientation 38Concluding Thoughts 43Part Two: Understanding and Managing the Social Entrepreneurial Process 45Three Discovering and Creating Social Entrepreneurial Opportunities 47Defining Opportunity 50How Are Social Entrepreneurial Opportunities Different? 54How Are Social Entrepreneurial Opportunities Discovered or Created? 55Phase One: Idea Generation 57Phase Two: Opportunity Assessment 62Concluding Thoughts 66Four From Opportunity to Action 67Elaborating the Opportunity with Social Impact Theory 69Putting Theory into Action: Developing the Operating Model 73Venture Feasibility and Planning 76Supporting Analysis 80Concluding Thoughts 88Five From Action to Impact 89Social Venture Effectiveness 90Approaches to Social Venture Effectiveness 94Outcome and Impact Evaluation 101Monetizing Outcome and Impact 107Increasing Social Venture Impact: Scaling 110Concluding Thoughts 114Six Funding Social Entrepreneurship 117Funding Public Sector and For-Profit Social Entrepreneurship 119Funding Nonprofit Social Entrepreneurship 122Philanthropy and Social Entrepreneurship 128Government Funding 132Earned Income, Loans, and Equity 133Concluding Thoughts 139Part Three: Understanding and Managing the Social Intrapreneurial Process 141Seven Social Intrapreneurship: Innovation from Within 143Clarifying the Social Intrapreneurship Concept 145Social Intrapreneurship Dimensions 147Antecedents and Consequences of Social Intrapreneurship 150Management Challenges of Social Intrapreneurship 154Concluding Thoughts 158Eight Managing the Social Intrapreneurial Process 161The Nature of Innovation in Established Organizations 164A Two-Phase Model of the Social Intrapreneurial Process 164The Definition Process 167The Impetus Process 170Initiators of Innovations in Public and Nonprofit Organizations 174The Role of Frontline Managers in the Social Intrapreneurial Process 176The Role of Middle Managers in the Social Intrapreneurial Process 177The Role of Top Managers in the Social Intrapreneurial Process 179Concluding Thoughts 180Part Four: Emerging Trends and Issues 181Nine Social Entrepreneurship in the Public Sector 183The Context of Public Sector Entrepreneurship 185New Public Management and Reinventing Government 188New Public Service 191Current Practices and Approaches 192Concluding Thoughts 200Ten Boundary Spanning and Social Entrepreneurship 203Working across Organizational Boundaries 205Collaboration between Organizations 207Engagement in Networks 211Working across Sectors 219New Legal Forms 228Concluding Thoughts 230Eleven New Media and Social Entrepreneurship 233Introduction 234New Media, New Possibilities 235Myths and Realities about Social Media 238New Media and Information Sharing 239New Media and Fundraising 240New Media and Stakeholder Engagement 241A “Pyramid” Model of Social Media–Based Strategy 243New Media, New Challenges 244Concluding Thoughts 250Conclusion: The Road Traveled and the Journey Ahead 253Notes 261Acknowledgments 305Index 307

CHAO GUO, PhD, is associate professor of nonprofit management in the School of Social Policy and Practice at the University of Pennsylvania. Dr. Guo is senior vice president of the International Council of Voluntarism, Civil Society, and Social Economy Researcher Associations and serves on several boards of directors and editorial boards. In 2008, he was selected as a recipient of the IDEA Award for research promise by the Entrepreneurship Division of the Academy of Management.WOLFGANG BIELEFELD is professor emeritus at the School of Public and Environmental Affairs and the School of Philanthropy at Indiana University-Purdue University Indianapolis. He has taught at the University of Texas at Dallas, the University of Minnesota, and Stanford University. He has written many articles and books, including Managing Nonprofit Organizations and Nonprofit Organizations in an Age of Uncertainty.

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• Tables, Figures, and Exhibit xiThe Authors xiiiIntroduction: Understanding and Using Social Entrepreneurship xvPart One: Social Entrepreneurship: Concept and Context 1One The Many Faces of Social Entrepreneurship 3What Is Social Entrepreneurship? 3Who Are the Social Entrepreneurs? 8Why Social Entrepreneurship? 11Where Does Social Entrepreneurship Occur? 17Concluding Thoughts 22Two Social Entrepreneurship as Organizational Behavior 25Entrepreneurial Orientation 27Measures, Determinants, and Outcomes of EO 32Entrepreneurial Intensity 34Limitations of EO and EI 37Social Entrepreneurial Orientation 38Concluding Thoughts 43Part Two: Understanding and Managing the Social Entrepreneurial Process 45Three Discovering and Creating Social Entrepreneurial Opportunities 47Defining Opportunity 50How Are Social Entrepreneurial Opportunities Different? 54How Are Social Entrepreneurial Opportunities Discovered or Created? 55Phase One: Idea Generation 57Phase Two: Opportunity Assessment 62Concluding Thoughts 66Four From Opportunity to Action 67Elaborating the Opportunity with Social Impact Theory 69Putting Theory into Action: Developing the Operating Model 73Venture Feasibility and Planning 76Supporting Analysis 80Concluding Thoughts 88Five From Action to Impact 89Social Venture Effectiveness 90Approaches to Social Venture Effectiveness 94Outcome and Impact Evaluation 101Monetizing Outcome and Impact 107Increasing Social Venture Impact: Scaling 110Concluding Thoughts 114Six Funding Social Entrepreneurship 117Funding Public Sector and For-Profit Social Entrepreneurship 119Funding Nonprofit Social Entrepreneurship 122Philanthropy and Social Entrepreneurship 128Government Funding 132Earned Income, Loans, and Equity 133Concluding Thoughts 139Part Three: Understanding and Managing the Social Intrapreneurial Process 141Seven Social Intrapreneurship: Innovation from Within 143Clarifying the Social Intrapreneurship Concept 145Social Intrapreneurship Dimensions 147Antecedents and Consequences of Social Intrapreneurship 150Management Challenges of Social Intrapreneurship 154Concluding Thoughts 158Eight Managing the Social Intrapreneurial Process 161The Nature of Innovation in Established Organizations 164A Two-Phase Model of the Social Intrapreneurial Process 164The Definition Process 167The Impetus Process 170Initiators of Innovations in Public and Nonprofit Organizations 174The Role of Frontline Managers in the Social Intrapreneurial Process 176The Role of Middle Managers in the Social Intrapreneurial Process 177The Role of Top Managers in the Social Intrapreneurial Process 179Concluding Thoughts 180Part Four: Emerging Trends and Issues 181Nine Social Entrepreneurship in the Public Sector 183The Context of Public Sector Entrepreneurship 185New Public Management and Reinventing Government 188New Public Service 191Current Practices and Approaches 192Concluding Thoughts 200Ten Boundary Spanning and Social Entrepreneurship 203Working across Organizational Boundaries 205Collaboration between Organizations 207Engagement in Networks 211Working across Sectors 219New Legal Forms 228Concluding Thoughts 230Eleven New Media and Social Entrepreneurship 233Introduction 234New Media, New Possibilities 235Myths and Realities about Social Media 238New Media and Information Sharing 239New Media and Fundraising 240New Media and Stakeholder Engagement 241A “Pyramid” Model of Social Media–Based Strategy 243New Media, New Challenges 244Concluding Thoughts 250Conclusion: The Road Traveled and the Journey Ahead 253Notes 261Acknowledgments 305Index 307

CHAO GUO, PhD, is associate professor of nonprofit management in the School of Social Policy and Practice at the University of Pennsylvania. Dr. Guo is senior vice president of the International Council of Voluntarism, Civil Society, and Social Economy Researcher Associations and serves on several boards of directors and editorial boards. In 2008, he was selected as a recipient of the IDEA Award for research promise by the Entrepreneurship Division of the Academy of Management.WOLFGANG BIELEFELD is professor emeritus at the School of Public and Environmental Affairs and the School of Philanthropy at Indiana University-Purdue University Indianapolis. He has taught at the University of Texas at Dallas, the University of Minnesota, and Stanford University. He has written many articles and books, including Managing Nonprofit Organizations and Nonprofit Organizations in an Age of Uncertainty.

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• Tables, Figures, and Exhibit xiThe Authors xiiiIntroduction: Understanding and Using Social Entrepreneurship xvPart One: Social Entrepreneurship: Concept and Context 1One The Many Faces of Social Entrepreneurship 3What Is Social Entrepreneurship? 3Who Are the Social Entrepreneurs? 8Why Social Entrepreneurship? 11Where Does Social Entrepreneurship Occur? 17Concluding Thoughts 22Two Social Entrepreneurship as Organizational Behavior 25Entrepreneurial Orientation 27Measures, Determinants, and Outcomes of EO 32Entrepreneurial Intensity 34Limitations of EO and EI 37Social Entrepreneurial Orientation 38Concluding Thoughts 43Part Two: Understanding and Managing the Social Entrepreneurial Process 45Three Discovering and Creating Social Entrepreneurial Opportunities 47Defining Opportunity 50How Are Social Entrepreneurial Opportunities Different? 54How Are Social Entrepreneurial Opportunities Discovered or Created? 55Phase One: Idea Generation 57Phase Two: Opportunity Assessment 62Concluding Thoughts 66Four From Opportunity to Action 67Elaborating the Opportunity with Social Impact Theory 69Putting Theory into Action: Developing the Operating Model 73Venture Feasibility and Planning 76Supporting Analysis 80Concluding Thoughts 88Five From Action to Impact 89Social Venture Effectiveness 90Approaches to Social Venture Effectiveness 94Outcome and Impact Evaluation 101Monetizing Outcome and Impact 107Increasing Social Venture Impact: Scaling 110Concluding Thoughts 114Six Funding Social Entrepreneurship 117Funding Public Sector and For-Profit Social Entrepreneurship 119Funding Nonprofit Social Entrepreneurship 122Philanthropy and Social Entrepreneurship 128Government Funding 132Earned Income, Loans, and Equity 133Concluding Thoughts 139Part Three: Understanding and Managing the Social Intrapreneurial Process 141Seven Social Intrapreneurship: Innovation from Within 143Clarifying the Social Intrapreneurship Concept 145Social Intrapreneurship Dimensions 147Antecedents and Consequences of Social Intrapreneurship 150Management Challenges of Social Intrapreneurship 154Concluding Thoughts 158Eight Managing the Social Intrapreneurial Process 161The Nature of Innovation in Established Organizations 164A Two-Phase Model of the Social Intrapreneurial Process 164The Definition Process 167The Impetus Process 170Initiators of Innovations in Public and Nonprofit Organizations 174The Role of Frontline Managers in the Social Intrapreneurial Process 176The Role of Middle Managers in the Social Intrapreneurial Process 177The Role of Top Managers in the Social Intrapreneurial Process 179Concluding Thoughts 180Part Four: Emerging Trends and Issues 181Nine Social Entrepreneurship in the Public Sector 183The Context of Public Sector Entrepreneurship 185New Public Management and Reinventing Government 188New Public Service 191Current Practices and Approaches 192Concluding Thoughts 200Ten Boundary Spanning and Social Entrepreneurship 203Working across Organizational Boundaries 205Collaboration between Organizations 207Engagement in Networks 211Working across Sectors 219New Legal Forms 228Concluding Thoughts 230Eleven New Media and Social Entrepreneurship 233Introduction 234New Media, New Possibilities 235Myths and Realities about Social Media 238New Media and Information Sharing 239New Media and Fundraising 240New Media and Stakeholder Engagement 241A “Pyramid” Model of Social Media–Based Strategy 243New Media, New Challenges 244Concluding Thoughts 250Conclusion: The Road Traveled and the Journey Ahead 253Notes 261Acknowledgments 305Index 307