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11 Int'l J. Not-for-Profit L. 86 (2008-2009)
Corporate Social Entrepreneurship

handle is hein.journals/ijnpl11 and id is 377 raw text is: International Journal of Not-for-Profit Law/vol. 11, no. 4, August 2009/86 Corporate Social Entrepreneurship James Austin and Ezequiel ReficcoI Corporate Social Entrepreneurship (CSE) is a process aimed at enabling business to develop more advanced and powerful forms of Corporate Social Responsibility (CSR). The CSE Concept CSE emerges from and builds on three other conceptual frameworks: entrepreneurship, corporate entrepreneurship, and social entrepreneurship. CSE's conceptual roots begin with Schumpeter's vision that nations' innovation and technological change emanate from individual entrepreneurs with their unternehmergeist or fiery spirit generating creative destruction of old ways with new ones (1912, 1934, 1942). Stevenson (1983; 1985) provided a different definition of Entrepreneurship: the pursuit of opportunity through innovative leverage of resources that for the most part are not controlled internally. Schumpeter had projected that the engines of entrepreneurship would shift from individuals to corporations with their greater resources for R&D, which did happen. However, over time corporate bureaucracy was seen as stifling innovation. To remedy this, a focus on Corporate Entrepreneurship within companies emerged, with Covin and Miles (1999) defining it as the presence of innovation with the objective of rejuvenating or redefining organizations, markets, or industries in order to create or sustain competitive superiority. In parallel, the concept of Social Entrepreneurship emerged. Dees (1998) defined it as innovative activity with a social purpose in either the private or nonprofit sector, or across both. Others have offered conceptual refinements (Bornstein 2004; Nicholls 2006; Martin and Osberg Spring 2007; Light 2007; Elkington and Hartigan 2008; Ashoka 2009). CSE integrates and builds on the foregoing concepts and has been defined by Austin, Leonard, Reficco, and Wei-Skillern (2006) as the process of extending the firm 's domain of competence and corresponding opportunity set through innovative leveraging of resources, both within and outside its direct control, aimed at the simultaneous creation of economic and social value. The fundamental purpose of CSE is to accelerate companies' organizational transformation into more powerful generators of societal betterment. Carroll (2006) provided a rich historical account of the evolution over the last fifty years of businesses' approach to societal responsibilities. Over the past two decades, the traditional concept and practice of corporate philanthropy has undergone a significant evolution into Corporate Social Responsibility with a variety of labels, such as corporate citizenship, triple bottom line, and strategic philanthropy (Zadek 2001; Carroll 2006; Visser, Matten et al. 2007; Googins, Mirvis, and Rochlin 2007). While significant progress is being made in involving companies in CSR, a national survey (Center for Corporate Citizenship 2004) in the USA I James Austin is Eliot I. Snider and Family Professor of Business Administration, Emeritus, at Harvard Business School. Ezequiel Reficco is currently a Professor in the Strategy Area at the University of Los Andes School of Management, BogotA, Colombia. This paper is an extended version of a previous publication: Austin, James and Ezequiel Reficco. Social Entrepreneurship in Latin America. Okologisches Wirtschaften 02/2009. Special Issue on Social Entrepreneurship. Oekom, Munich. The title of the original article had been Eine umfassende Transformation des Unternehmens. Reprinted with permission.

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