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WP5 - New Generation Social Enterpreneurs
Transcript of WP5 - New Generation Social Enterpreneurs
What kind of case study?
Multiple case studies: explore differences and similarities within and between cases
Points of view
New Generation Social Entrepreneurs
- Case Studies Guide (in progress...)
Data Collection Techniques
Shadowing or direct observation in situ
The manager talks about himself...
The manager takes a picture of the enterprise
The manager looks at the future
5 Case Studies per country
Cross-Case Studies Series
50 European Case Studies
5 IMPACT HUB rapid appraisals outside Europe
(Singapore, Johannesburg, Melbourne, San Francisco, Sao Paolo)
At minimum one week per case study
1 day biographical interviews
1-2 days shadowing
1-2 days workshops
1/2 day debriefing
1 day desk analysis
June / July 2015
August / Oct. 2015
March / May 2015
Feb. / Mar. 2015
ALL THE PARTNERS
Production of the Case Studies Report
Finalizes the “WP5 guide” and sends it to the partners for feedback along with the format for drafting the “case studies report”
ALL THE PARTNERS
Realization of 6 Case Studies in each country
ALL THE PARTNERS
Alert the selected Social Enterprises and make arrangements for starting fieldwork
Conduction of 5 Rapid Appraisals outside Europe
Reviewing draft reports with SEs
Send the case studies report to IMPACT HUB
During the meeting in Vienna gathers
cross data for the Final Case Studies Series
Reads the reports and sends a feedback to each partners
Reviews the Cross-case studies Series with the support of partners
Write the draft of the Cross-case studies Series and send it to PIN
Style of Leadership
- The New Generation -
Heroes that change the world?
Step-by-step change makers?
sources of income
success / failure
“the metaphors we use when speaking about our organizations provide a rich source of information about organizational attitudes and beliefs. They are also a potent way for those attitudes and beliefs to perpetuate themselves and build organizational culture. Long-standing metaphors can function as emotional anchors: As they are passed on to new members, they help to maintain the sense of ‘how things are around here,’ for better or worse” (Roelofs 2009).
Start Up Initiative
IMPACT HUB Survey
Looking for opportunities and ideas to create something new
Deciding on an idea and developing its concept and plan
Starting first activities and building the structures around it
Having regular activities and running an established organization
Actively expanding to new regions or fields to grow in size and impact
Community of Practice Life Cycle (Wenger)
At this stage, people face similar situations but have not yet formed a shared practice
At this point, members have inter-acted and found one common emerging point and its potential
CoP sets standards, defines agenda, and develops relationships
At this stage, the community formed is most productive. Members develop shared practices
CoP is no longer active, functions more as a repository of knowledge
Community uses knowledge for competitive advantage
Stimulate analogical thinking and free association of ideas
"...when we overcame that particular obstacle..."
"...that situation marked an important passage point..."
"...that person caused a fundamental change in our organization..."
Narratives not Theories
Anecdotes of organizational life
Stories of success and failures
°# Eclectic empiricism #
Storied accounts give a unique insight into how individuals make sense of their world, and offer researchers a natural entry point to understanding the culture(s) of an organization (Czarniawska )
for analyzing narrative material the structure and meaning of texts cannot be understood separate from the everyday contexts of their production.
Follow the manger in everyday occupations
See organizational life in action
Try to see the world from his/her point of view
Review the day together with the manger
Generative > inferential vs co-created?
Driven by literature or grounded?
Balance sheet (3 years)
Organigram, key profiles
Communication material (on/offline)
(me in the eco-system)
Proximity with other actors
(human and not human)
Challenges and constrains
Life Cycle exercise
Emic Map of SE changing Ecosystem
Adaptation to changes in ecosystem: transformational resilience
and coping mechanism
Enabling factors and risks
Timing and duration
Tuning the tools
Data Processing and Analysis
Interlinking with other WPs (WP3-Survey;
WP7- Enabling Ecosystem; WP8-Evolutionary theory)
First results of the selection of New Generation Social Entrepreneurs