國立虎尾科技大學 |

Faith-Based Social Entrepreneurship : = The Integration of Faith and Business for Sustainable Social Impact.

紀錄類型:	書目-語言資料,手稿 : Monograph/item
正題名/作者:	Faith-Based Social Entrepreneurship :/
其他題名:	The Integration of Faith and Business for Sustainable Social Impact.
作者:	Beech, Christine.
面頁冊數:	1 online resource (163 pages)
附註:	Source: Dissertation Abstracts International, Volume: 79-10(E), Section: A.
Contained By:	Dissertation Abstracts International79-10A(E).
標題:	Entrepreneurship. -
電子資源:	click for full text (PQDT)
ISBN:	9780438024779

Faith-Based Social Entrepreneurship : = The Integration of Faith and Business for Sustainable Social Impact.
Beech, Christine.

Faith-Based Social Entrepreneurship :The Integration of Faith and Business for Sustainable Social Impact. - 1 online resource (163 pages)

Source: Dissertation Abstracts International, Volume: 79-10(E), Section: A.

Thesis (D.Mgt.)--University of Maryland University College, 2018.

Includes bibliographical references

Faith-based nonprofit organizations face myriad challenges in securing a sufficient donation base within a restricted pool of donors. This funding challenge often limits their ability to conduct their mission. To offset this challenge and model self-sufficiency, many faith-based organizations are looking to evolve into hybrid platforms that operate as faith-based social entrepreneurial ventures and manage to a triple bottom line of social good, financial impact, and spiritual mission. Yet even with the best of intentions, successfully merging a for-profit business model into a preexisting nonprofit organization often fails, even before the faith-factor is in play. This study of social entrepreneurship in faith-based nonprofits is conducted to identify how and why successful integration of the hybrid business model for sustainable social impact occurs. Using a realist synthesis approach, a systematic review of the literature was conducted to identify the mechanisms that correlated to a positive integration of the disparate business models and the outcome of a sustainable organizational structure. Five organizational characteristics and five management practices were identified as key underlying mechanisms that led to the creation of a successful merged hybrid organization. The five characteristics were 1) Institutional Logic, 2) Motivations and Values, 3) Resources, 4) Decision-Making, and 5) Culture. The five practices were 1) Focus on Launch, 2) Cultivation of Staff and Board, 3) Timing of Culture Integration, 4) Addressing Unstable Structures, and 5) View on Generating Profit. These results, along with their implications for managers are presented and discussed within the context of the Business Model Canvas to offer a usable guide for practitioners seeking to successfully move their organizations from a traditional faith-based nonprofit to a hybrid faith-based social entrepreneurial venture.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2018

Mode of access: World Wide Web

ISBN: 9780438024779Subjects--Topical Terms:

559908
Entrepreneurship.
Index Terms--Genre/Form:

554714
Electronic books.

Faith-Based Social Entrepreneurship : = The Integration of Faith and Business for Sustainable Social Impact.
LDR:03479ntm a2200361Ki 4500 001 917781
005 20181022132219.5
006 m o u
007 cr mn||||a|a||
008 190606s2018 xx obm 000 0 eng d
020 $a 9780438024779
035 $a (MiAaPQ)AAI10825229
035 $a (MiAaPQ)umuc:10384
035 $a AAI10825229
040 $a MiAaPQ $b eng $c MiAaPQ $d NTU
100 1 $a Beech, Christine. $3 1191945
245 1 0 $a Faith-Based Social Entrepreneurship : $b The Integration of Faith and Business for Sustainable Social Impact.
264 0 $c 2018
300 $a 1 online resource (163 pages)
336 $a text $b txt $2 rdacontent
337 $a computer $b c $2 rdamedia
338 $a online resource $b cr $2 rdacarrier
500 $a Source: Dissertation Abstracts International, Volume: 79-10(E), Section: A.
500 $a Adviser: W. Christopher Cason.
502 $a Thesis (D.Mgt.)--University of Maryland University College, 2018.
504 $a Includes bibliographical references
520 $a Faith-based nonprofit organizations face myriad challenges in securing a sufficient donation base within a restricted pool of donors. This funding challenge often limits their ability to conduct their mission. To offset this challenge and model self-sufficiency, many faith-based organizations are looking to evolve into hybrid platforms that operate as faith-based social entrepreneurial ventures and manage to a triple bottom line of social good, financial impact, and spiritual mission. Yet even with the best of intentions, successfully merging a for-profit business model into a preexisting nonprofit organization often fails, even before the faith-factor is in play. This study of social entrepreneurship in faith-based nonprofits is conducted to identify how and why successful integration of the hybrid business model for sustainable social impact occurs. Using a realist synthesis approach, a systematic review of the literature was conducted to identify the mechanisms that correlated to a positive integration of the disparate business models and the outcome of a sustainable organizational structure. Five organizational characteristics and five management practices were identified as key underlying mechanisms that led to the creation of a successful merged hybrid organization. The five characteristics were 1) Institutional Logic, 2) Motivations and Values, 3) Resources, 4) Decision-Making, and 5) Culture. The five practices were 1) Focus on Launch, 2) Cultivation of Staff and Board, 3) Timing of Culture Integration, 4) Addressing Unstable Structures, and 5) View on Generating Profit. These results, along with their implications for managers are presented and discussed within the context of the Business Model Canvas to offer a usable guide for practitioners seeking to successfully move their organizations from a traditional faith-based nonprofit to a hybrid faith-based social entrepreneurial venture.
520 $a Keywords: Faith-based social entrepreneurship, faith-based social enterprise, social entrepreneurship, social enterprise, social ventures, hybrid organizations, triple-bottom line, business model canvas, sustainable social impact.
533 $a Electronic reproduction. $b Ann Arbor, Mich. : $c ProQuest, $d 2018
538 $a Mode of access: World Wide Web
650 4 $a Entrepreneurship. $3 559908
650 4 $a Management. $3 558618
650 4 $a Organizational behavior. $3 557544
655 7 $a Electronic books. $2 local $3 554714
690 $a 0429
690 $a 0454
690 $a 0703
710 2 $a ProQuest Information and Learning Co. $3 1178819
710 2 $a University of Maryland University College. $b Doctor of Management Program. $3 1189621
773 0 $t Dissertation Abstracts International $g 79-10A(E).
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10825229 $z click for full text (PQDT)