In the Netherlands, there is an increasing need for collective forms of housing for older people. Such housing bridges the gap between the extremes of living in an institutionalised setting and remaining in their own house. The demand is related to the closure of many residential care homes and the need for social engagement with other residents. This study focuses on housing initiatives that offer innovative and alternative forms of independent living, which deviate from mainstream housing arrangements. It draws on recent literature on healthcare ‘rebels’ and further develops the concept of ‘rebellion’ in the context of housing. The main research question is how founders dealt with challenges of establishing and governing ‘rebellious’ innovative living arrangements for older people in the highly regulated context of housing and care in the Netherlands. Qualitative in-depth interviews with 17 founders (social entrepreneurs, directors and supervisory board members) were conducted. Founders encountered various obstacles that are often related to governmental and sectoral rules and regulations. Their stories demonstrate the opportunities and constraints of innovative entrepreneurship at the intersection of housing and care. The study concludes with the notion of ‘responsible rebellion’ and practical lessons about dealing with rules and regulations and creating supportive contexts. Original article at MDPI; DOI: https://doi.org/10.3390/ijerph17176235 And atachment "Supplementary Materials" (This article belongs to the Special Issue Feature Papers "Age-Friendly Cities & Communities: State of the Art and Future Perspectives")
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'Ondernemen in een veranderende wereld' biedt een nieuw perspectief op een veranderende wereld. Dit boek reikt handvatten aan om ontwikkelingen sneller te signaleren, consequenties voor de strategie te doorzien, en daardoor sneller te reageren. De nadruk ligt op technologische connectiviteit, veranderende businessmodels, het belang van maatschappelijk verantwoord ondernemen, outsourcing, de herrijzenis van China, samenwerking tussen organisaties, de veranderende consument, de veranderende marketing en authenticiteit. Centraal staat de invloed van deze ontwikkelingen op het businessmodel waarvoor het model van Osterwalder is gebruikt. Model van Osterwalder Een businessmodel bestaat uit negen bouwstenen waarbij het niet alleen gaat om de functie van de losse bouwstenen, maar ook om de verbindingen tussen de bouwstenen.
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Background: The full potential of social entrepreneurship remains challenging to achieve, despite continuous efforts in various economies, including South-East Asia. Several obstacles need to be addressed, such as the scarcity of skilled employees, limited business understanding among founders, difficulties accessing funding and infrastructure, and the absence of proper social impact measurement. Higher education institutions (HEIs) often face constraints in engaging and supporting early entrepreneurial activities, exacerbating the imbalance in the social entrepreneurship landscape. This imbalance has been observed in both Thailand and Myanmar. Research objectives: The Erasmus+ funded project, STEPup, running from 2020 to 2023, recognized an opportunity to foster innovative social entrepreneurship practices tailored for disruptive business settings in these two countries. By applying the challenge-based learning approach through interactive case challenge proceedings involving social entrepreneurs, faculty mentors and students, the development of the entrepreneurial mindset of the latter group was studied. Research design and methods: To accomplish this, a multi-method research design was chosen, which involved a case-challenge experience within the framework of 6 universities, a questionnaire-based survey conducted among the student population which took part in the case-challenge experience and desk research. Results: The study revealed the necessity for a self-organizing and organic support system for social entrepreneurship. The objective of this paper is to present recommendations and strategic guidelines to enhance access and opportunities for existing social enterprises and social entrepreneurs seeking to establish and sustain a social enterprise ecosystem. The proposed framework leverages the support, expertise, and structure of existing higher education institutions. Conclusions: Higher Education Institutions can serve as excellent cases demonstrating how to design and develop resource hubs for social enterprise practitioners and engage stakeholders from all sectors to address social issues and promote awareness.
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Using a series of case studies, we show that global mindset is at the heart of global growth and opportunity for entrepreneurial ventures. We review how having an entrepreneurial mindset and international experience influence the rapidity of internationalization by discussing the entrepreneurial process and how the global mindset of founders of born global firms influences their choices in the competitive landscape. This chapter closes with a discussion of a continuum — globalization frustrated (focusing on firms with entrepreneurs that have global mindsets but cannot internationalize) to globalization mandated (focusing on firms that are forced to be global).
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We examine the ways in which a hidden crisis can be exposed from a communication point of view. In which way can organisations create general awareness of a crisis and try to understand the dynamic nature of interactions? With the help of discourse analysis, we have examined the interactional achievements of two crisis entrepreneurs in the domain of education in the Netherlands: a rector of a secondary school and the founders of BON, a social movement aimed at improving the quality of education. In this way, we will illustrate the discursive practices that play an active role when certain players signal a crisis.
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Despite continuous efforts in various economies, amongst others in South-East Asia, the full potential of social entrepreneurship (SE) is difficult to realize (STEPup project comparative study findings). Challenges that need to be addressed include the lack of skilled employees, business understanding among founders, access to funding and infrastructure and a lack of social impact measurement. Higher education institutions (HEI) are often challenged with limited engagement, also in terms of student support of early entrepreneurial activity. This disbalance has also been observed in Thailand and Myanmar, with the Erasmus+ funded project STEPup (2020-2023) seeing an opportunity to create and strengthen innovative social entrepreneurship practices for disruptive business settings in the two participating countries. Research based on the review of scientific articles, the conduct of focus groups (n= 42 from 38 different external stakeholder organizations) and numerous interviews and creative sessions with stakeholders of the social entrepreneurship domain also revealed the necessity to act in a self-organizing and organic SE support system. This paper aims to present recommendations and strategic guidelines to increase access and opportunity for existing social enterprises and social entrepreneurs who are planning to create and sustain an SE ecosystem through the framework, support, expertise and structure of existing higher education institutions. In addition, Higher Education Institutions in Myanmar and Thailand would serve as a good practice case on how to design and develop resource hubs for social enterprise practitioners and engage stakeholders from all sectors to tackle social issues and promote awareness of the social enterprise sector’s potential.
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Whereas social entrepreneurs in developed economies operate in the predictable and supportive institutional environment, their counterparts in the developing world often face hostile institutional conditions. This paper sheds some light on how social ventures that operate within the Malawian tourism and hospitality industry use institutional bricolage in order to address institutional constraints they face in pursuit of social value. Using qualitative-based case study approach involving four social founders/ventures, our study highlights the three specific institutional bricolage processes that serve as antecedents of social value creation in a developing country context. It further illuminates the significance of engendering a multilevel analysis of institutional voids. The paper finally provides implications for practice and research.
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Over many years we’ve been looking at the emergence of “organized networks” as an alternative concept that could counter the social media platform a priori of gathering (and then exploiting) “weak links.”[1] Organized networks invent new institutional forms whose dynamics, properties, and practices are internal to the operational logic of communication media and digital technologies. Their emergence is prompted, in part, by a wider social fatigue with and increasing distrust of traditional and modern institutions such as the church, political party, firm, and labour union, which maintain hierarchical modes of organization. While not without hierarchical tendencies (founders, technical architectures, centralized infrastructures, personality cults), organized networks tend to gravitate more strongly toward horizontal modes of communication, practice, and planning.
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