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Introduction -- Virtual and Online Marketplaces -- Financial Marketplaces -- Mobile Payment -- Trading, Travel, and Airports -- Knowledge and Marketplaces -- Big data and Data Analytics -- Marketplaces and Car Environments -- Cyber Security -- Corporate Social Business.

Das Buch unterstützt Unternehmen bei der Integration von Menschen mit Behinderung in den 1. Arbeitsmarkt. So versucht die Case Study ein Grundverständnis dafür zu schaffen, welche Herausforderungen das Management von Sozialunternehmen beinhaltet. Dazu werden insbesondere Themen aus der Personalführung, dem Personalmanagement, der Unternehmenskultur sowie die besonderen Bedürfnisse von Menschen mit Handicap analysiert. Darüber hinaus wird erarbeitet, was ein „Social Business“ von „Social Entrepreneurship“ oder „Social Enterprise“ unterscheidet. Außerdem wird das Social Business mit Blick auf die direkte und indirekte Erfüllung gesellschaftlicher Bedürfnisse mit dem „Commercial Business“ verglichen. So wird herausgearbeitet, wie speziell Sozialunternehmen als neue Unternehmensform Menschen mit Handicap helfen und von diesen genutzt werden können. Die Case Study beschreibt, wie ein Businessplan von einem Unternehmen in der Sozialwirtschaft aussehen könnte. Darüber hinaus wird die spezielle Unternehmenskultur am Beispiel der AfB gGmbH diskutiert und wie sich diese von der herkömmlicher Unternehmen unterscheidet. Des Weiteren werden die besonderen Herausforderungen bei der Akquise von Menschen mit Handicap und deren Integration in ein Unternehmen behandelt.So setzen sich die Bearbeiterinnen und Bearbeiter mit den Entwicklungsmöglichkeiten der AfB gGmbH auseinander und entwickeln ein nachhaltiges Konzept zur gewünschten Expansion des Unternehmens.Die Leuphana Case Studies sind ein Projekt, das in Zusammenarbeit mit kleinen und mittelständischen Unternehmen erstellt und entwickelt worden ist. Sie sind ein Lehrbuch, mit dessen Hilfe Unternehmen, die vor ähnlichen Herausforderungen stehen, selbige bewältigen können. Dafür ist keine Hilfe von Dritten notwendig. Auf Grundlage der einzelnen Case Studies werden den Bearbeiterinnen und Bearbeitern elementare Werkzeuge aus der wissenschaftlichen Theorie erklärt. Diese können sie anwenden, um mit den Insiderkenntnissen des eigenen Unternehmens Prozesse zu optimieren, Ziele entwickeln und erreichen oder schwierige Herausforderungen zu bewältigen.

As the seeds of social business continue to spread around the world, some places have already laid the groundwork for these seeds to germinate and grow. One such place is Wiesbaden, Germany, where a coalition of governmental, non-governmental, educational, and private institutions have come together to create the ideal habitat for the concept of social business to start embedding its roots deep into the foundation of today’s society. This chapter introduces the concept of the “social business city” and provides a description of the various organizations that have contributed to making Wiesbaden the first social business city in the world. The cooperative interaction of these entities has created a synergy with results that render the city an excellent model for other cities that want to initiate similar projects. The chapter concludes with a summary of lessons learned from the Wiesbaden experience.

This chapter reviews some of the most well-known social business cases as well as social business literature, complemented with qualitative interviews with social business entrepreneurs and practitioners to identify common challenges, risks and opportunities from a management and financial perspective. An analysis of that literature and these interviews allows us to identify issues faced by social business practitioners that are not unique to them, along with others arising from the very concept of the social nature of their ventures.

Social business and social entrepreneurship offer an exciting field for empirical and conceptual management research. Yet, while there are many attempts to define either social entrepreneurship or social business, the boundaries and overlaps of both phenomena often remain vague or contested – thus rendering empirical or conceptual learning more difficult. We propose a three-dimensional definitional framework to define social business and social entrepreneurship, distinguish them, and relate them to each other. Our framework interprets the pure forms of both social business and social entrepreneurship as the two-dimensional combination of a pure social mission with either pure financial self-sustainability (social business) or a pure innovation focus (social entrepreneurship). Since the finance and innovation perspective are distinct yet independent dimensions, we derive and illustrate four cases of how social business and social entrepreneurship may but need not overlap. Challenging the assumption that each dimension is confined to two dichotomous values, we then interpret each dimension as a full spectrum and introduce the idea of mission, finance, and innovation hybridity. Our discussion suggests that multidimensional hybridity is the empirical rule rather than the exception. It is for this reason that the study of the pure forms of social business and social entrepreneurship promises particularly fruitful insights for management research. We conclude with implications for future management research.

This chapter defines the concept of social business, including Type I and Type II social businesses. By situating social business in a broader range of related ideas, we clarify its evolution and distinctiveness. The authors also raise questions about issues that surface in the creation and study of social business, including the question of selfish human nature; the need for social performance indicators; understanding of social and cultural contexts; and the political implications of social change. This first chapter also describes the format of the rest of the book.

Aiming to reduce infant mortality, improve the mother’s health, and help Bangladeshi rural farmers improve agricultural production, Grameen Intel Social Business Limited was formed in 2009 by Grameen Trust and Intel – linking an organization with decades of experience in addressing poverty to a company with decades of know-how in technology innovation. Grameen Intel is devoted to looking at different ways and means to assist the rural poor by investigating their real needs to find suitable solutions using information and technology (IT). In the agriculture care program, mrittika analyzes soil nutrients to find the deficit nutrition required for enhanced production while ankur is a seed selection application for the rural farmers. Under maternal health programs, shumata is ante-natal care monitoring and tracking software for pregnant women, and dolna is a vaccine scheduling and tracking software for newborns and infants. Given this background, this part of the book attempts to discuss these ongoing programs to view the current and potential effects on the villagers. Moreover, a critical look is given on the geographic dissemination, costs associated with these services and actual benefits.

This chapter tells the story of Grameen Caldas, a Social Business Incubator Fund in a geographical area of Colombia called Caldas, located within the so called “EjeCafetero,” one of Colombia’s most important coffee producing regions. Initiated by the Governor of Caldas in cooperation with Prof. Yunus and The Grameen Creative Lab in Germany, Grameen Caldas went through many iterations in an attempt to establish an “ecosystem” that promotes and supports the creation of a microfinance organization in combination with a series of social businesses that tackle the region’s most pressing social issues. This chapter describes how social business can be used as a sustainable regional development approach called a Holistic Social Business Movement. It explains its history, its business model, and lays out some key lessons related to the creation of this social business ecosystem and social businesses themselves. The insights described are mostly based on personal experience and perception rather than measurable academic evidence. However, following Professor Yunus’ motto of “You never know until you try,” Grameen Caldas tried many things; this chapter summarizes what we learned applying this approach.

The concept of social business has inspired many people world-wide. However, also critical voices have been raised pointing to potential shortcomings of social business models. Especially because the model addresses issues highly relevant to society, it is inevitable to scrutinize its positive effects, but also the challenges involved. In this chapter, we present the four main strengths of social business in fostering positive social change, empowering marginalized groups, producing effective solutions, and defining a new role for business. We then point to four limitations and critically discuss them. Thereby, we elaborate on a set of questions regarding the reach, effects, and sustainability of social business models as well as the degree of participation they achieve. Lastly, we provide an overview of critical management challenges social businesses are facing. We conclude that if social business policies and founders take account of and engage with these challenges, the concept bears considerable potential.

Large businesses face certain limitations due to their focus on economic goals and cannot be seen as principle players in dealing with poverty issues. This chapter aims to explore how poor people with limited assets and capabilities manage to bring about creative solutions to their problems. Examination of two social businesses established and run by poor people shows that they manage innovatively to activate assets and capabilities to compensate for the lack of resources. The cases reveal the importance of awareness of poverty issues and the commitment of the poor. The study also highlights the need for future research to scale these models, and further stimulate the cooperation between the poor and other players in tackling poverty issues.

With a focus on the need to expand access to education, this chapter presents the cases of Lumni, Vittana, and Kiva organizations which offer alternative forms of financial aid. The author begins by considering the evolution of private, public, and for-profit models of higher education in America. He then describes financial aid trends internationally, particularly related to increased dependence on loans and newer alternatives including income-contingent loans and human capital contracts. Within this context, Berg considers three specific ventures, their histories, organizational structures, successes, challenges, and future directions.

Since Muhammad Yunus first began launching joint ventures with multinational corporations such as Group Danone (2006) and Veolia Water (2008) in Bangladesh, his social business concept has received international attention. With reference to empirical findings from a comprehensive field study in rural Bangladesh, this paper suggests that Yunus’ early social business joint ventures do contribute to poverty reduction in terms of the sustainable livelihoods approach. Both Grameen Danone Foods and Grameen Veolia Water Ltd. provide low-income consumers with access to products for their basic needs, while at the same time creating new sources of social and economic capital. However, considering the multidimensional character of poverty, the findings are not suggestive of a panacea. Given the fact that the conscious abdication of personal financial gain by those who invest in a social business company is the defining attribute in Yunus’ concept, the authors conclude that his idea is primarily a strong plea for social entrepreneurship. It is a strong call for the efficient use of philanthropic resources in contrast with a more conventional charity approach.

Social network technology has been established as a prominent way of communication between members of an organization or enterprise. This paper presents an approach extending the typical social network interaction model to promote participant collaboration through service provision within an organization, towards the Enterprise 2.0 vision. The proposed interaction model between enterprise network participants incorporates their actual roles in the organization and enables the definition of custom relation types implementing custom policies and rules. It supports a complex mechanism for refined content propagation according to participant relations and/or roles. Moreover, the collaboration of participants to provide services and complete specific business tasks through Social Business Process Management is facilitated by enabling the execution of specific activities in each participant profile according to his/her actual role. To explore the potential of the proposed interaction model towards Enterprise 2.0, two prototype social networks, developed to serve different communities and needs, are discussed as case studies.

Historically, activities dealing with these topics – often “bundled” under the term Corporate Responsibility (CR) – had a strong focus on philanthropy that can create social impact if conceptualized with a strategic view but have genuine problems in terms of scalability and replicability. Based on these limitations the genuine entrepreneurial activity understood as a mechanism to create new, sustainable business models through the transformation of societal challenges into innovative and sustainable services needs to be emphasized and specifically addressed in a strategic approach to CR. Therefore, as this is increasingly understood, the trendlines are pointing in the direction of focusing more strongly on activities that are aligning social and commercial ambition and can result in large-scale responsibility engagement, without ignoring philanthropy or zero profit initiatives if such kind of interventions contribute to solving societal challenges. Strategic CR should therefore aim to operate with a portfolio of tailored activities, comprising philanthropic initiatives, zero profit, social business or lower margin business models that are all closely linked to a company’s strategy and core competencies and are operated through a strong ethical governance.

Social entrepreneurship has been defined and redefined, but the most widespread definitions prominently embed the notion of innovation in their definition. For many, social innovation and social entrepreneurship is largely the same. Social innovation only became a popular term a decade later. Social innovation describes the mechanism, the actual innovation, such as microfinance, micro-insurance or off-grid energy solutions. Social entrepreneur and the social enterprise are the actors driving social change through innovation. The fact that the expression “social innovation” made a popular entry on the scene and has pushed back the use of social entrepreneurship to some degree reflects the recognition that social entrepreneurs are not the only actors bringing about social innovation. Governments, businesses and large NGOs are discovering the potential for driving social change through innovative approaches either by themselves or in cooperation with social entrepreneurs.

Businesses have recognized that knowledge constitutes a valuable intangible asset, and currently they have access to an extensive pool of knowledge, from the skills and experience of the workforce and also their understanding of customers’ needs. The challenge’s for the businesses are not just processing these big data but also dealing with company’s cultural issues that allow knowledge sharing and information exchange. Sharing of knowledge constitutes a major challenge in the field of knowledge management because some employees tend to resist sharing what they know with the rest of the organisation. It takes the right environment to create an effective knowledge sharing program and for such an environment to be nurtured, organisations need to look inwards at the type of culture they promote before investing in knowledge sharing tools. The purpose of this study was to analyse the various factors affecting the knowledge sharing process in organisations and the use of innovative social business tools to promote knowledge sharing in organisations. A global survey was conducted for this study relating to the willingness to share knowledge, and the tools available for sharing knowledge. Also, a practical case study was conducted on a UK based company.

The chapter analyzes social innovation at the level of the business model. The study clarifies the main characteristics and differences among alternative models of business to target the low income sector. Starting with the literature on social entrepreneurship and business models, a new theoretical framework “The Social Business Model Framework” is developed. The framework is used to identify the main characteristics of social business models and to emphasize the main area where social innovation can be applied.

This article engages in issues of Enterprise Systems and SBPM (Social Business Process Management) influence, integration, joint evolution and reasons which cause these matters of fact. Afterwards, the Author describes his own approach based on extensions of WebRatio CASE tool, primarily targeted as a tool for supporting WebML method, to assist in modelling, developing and operating enterprise SBPM systems. Subsequently, the Author proposes several design components intended for BPM developers which can be easily used to create a SBPM system with features as a collaboration of users, dynamic changes of workflow in runtime, common cooperation through Facebook or Twitter, etc. In the end, the Author summarizes the paper, suggests questions and discusses future directions of implementation of Enterprise SBPM Systems, especially from the point of view of an employment of WebRatio CASE tool as an analytic and design tool as well as operating platform into one.

Globalizing professional service firms leads to a distributed workforce. Keeping talent, expertise and experience connected is essential to stay productive and effective. The introduction of social business software seems to be the solution to this challenge for too many companies. The transformation into a really networked organization, however, has more to it than rolling out new IT tools. It is about transforming opportunistic cooperation into a collaborative work culture to create the right foundation for the adaption of new methods of information distribution and communication at the workplace. Best practice from social and commercial media cannot just be copied simply because users might know certain techniques or features, but using them at the workplace simply is something different. The right service design and change management initiatives will enable people to adapt the new approach, feel comfortable with the new opportunities and identify their individual value in it—probably the most important driver for success.

Social computing is actively shaping Internet-based business models. Scalability and effectiveness of collective intelligence are becoming increasingly attractive to investors. However, to fully exploit this potential we still have to develop crowd-management frameworks capable of supporting rich collaboration models, smart task division and virtual careers. An important step in this direction is the development of models of rewarding/incentivizing processes. In this paper, we conceptualize and represent rewarding and incentive mechanisms for social business processes. Our techniques enable definition, composition, execution and monitoring of rewarding mechanisms in a generic way.