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Item Campus and community connections: The evolving IUPUI Common Theme Project(Coalition of Urban and Metropolitan Universities http://www.cumuonline.org/journal/mujAbstracts.aspx, 2013) Hanna, Kathleen A.In 2009, IUPUI launched the Common Theme Project, designed to “promote campus unity, conversation, and collaboration on timely issues that connect IUPUI to central Indiana and the world.” This paper briefly discusses the evolution of the Common Theme Project, from its roots as a freshman common reader to the current campus focus on social entrepreneurship, strategies that increased campus and community interest, and our goal to move from “project” status to a campus initiative that will enhance IUPUI’s commitment to outreach and engagement.Item Financing Social Enterprise in the Very Long Run(ACRN Oxford, 2017) Thornton, Jeremy; King, David; Lilly Family School of PhilanthropyAll social enterprises share a common struggle to finance collective goods. Collective goods are notoriously difficult for private firms to produce, because of the incentive for their constituents to defect, or free-ride, on the contributions of others. Because of their historical success, this paper looks toward long-lived religions institutions for strategies to mitigate the collective action problem. We empirically examine the Southern Baptist Convention, which records its efforts to finance international missionary activities since 1935. We test a club good model of adherence. Consistent with the club model, we find that contributions to international missions increase with both religious and secular competition for adherents. We do not find that the specific mechanism for collection within the Southern Baptist matters. We conclude that the club model of organization, where high membership costs are deliberately applied, offers valuable – and counterintuitive – lessons for social enterprises more broadly.Item Institutional influence on the manifestation of entrepreneurial orientation: A case of social investment funders(2014-07-11) Onishi, Tamaki; Bielefeld, Wolfgang; Burlingame, Dwight; Covin, Jeffrey G. (Jeffrey Glenn); Near, Janet P.Linking the new institutionalism to entrepreneurial orientation (EO), my dissertation investigates institutional forces and entrepreneurial forces—two contradicting types of forces—as main effects and moderating effects upon practices and performance of organizations embedded in the institutional duality. The case chosen observes unique hybrid funders that this study collectively calls social investment funders (SIF), which integrate philanthropy and venture capital investment to create and implement a venture philanthropy model for a pursuit of their mission. A theoretical framework is developed to propose regulative and normative pressures from two dominant institutions governing SIFs. Original data collected from 146 organizations are scrutinized by moderated multiple regressions for two empirical studies: Study 1 for effects on SIFs’ venture philanthropy practices, and Study 2 for effects on SIFs’ social and financial performance. Multiple imputations, diagnostic analyses, and several post hoc analyses are also conducted for robustness of data and results from multiple regression analyses. Results from these analyses find that EO and venture capital institutional forces both enhance SIFs’ venture philanthropy practices. A hypothesis postulated for a negative relationship between the nonprofit status and venture philanthropy practices is also supported. Results from moderated regression analyses, along with a subgroup and EO subdimension analyses, confirm a moderating effect between EO and the nonprofit status, i.e., a regulative institutional pressure. A positive relationship is found in EO- financial performance, but not in EO-social performance. While support is lent to hypotheses posited for a social/financial performance relationship with donors’/investors’ demand for social outcomes, and with the management team’s training in business, the overall results remain mixed for Study 2. Nonetheless, this dissertation appears to be the first study to theorize and test EO as a micro-level condition enabling organizations to strategically shape and resist institutional pressures, and it reinforces that organizations’ behavior is not merely a product of their passive conformity to environmental forces, but of the agency, also. As such, this study aims to contribute to scholarly efforts by the “agency camp” of the new institutionalism and EO, answering a call from the leading scholars of both EO (Miller) and the new institutionalism (Oliver).Item Leveraging experiential learning to incorporate social entrepreneurship in MBA programs: A case study(Elsevier, 2017-07) Awaysheh, Amrou; Bonfiglio, Drew; Kelley School of Business - IndianapolisSocial entrepreneurship in business education is growing in importance as a way to teach ethics and instill high ethical standards in individuals. One effective way to integrate social entrepreneurship is through experiential learning; where the participant is actively involved in processing the knowledge and developing skills, while being involved in the learning situation. MBA programs are currently beginning to incorporate social entrepreneurship into their curricula to teach their students, as well as developing students’ intercultural skills. An examination of the current trends will be followed by an analysis of how business schools can effectively incorporate social entrepreneurship into the MBA curriculum. To tie these concepts together, the paper provides a case study of a program run by Emzingo, a leadership development company, and IE Business School. The reasons for the in-depth case study are three-fold. First, it provides an example of how business schools can use experiential learning to incorporate social entrepreneurship in an international context. Second, it highlights the benefits of incorporating social entrepreneurship in MBA programs. Finally, it provides a general framework for business programs that are looking to integrate various social entrepreneurship elements in their MBA programs.