In a short essay, list and discuss the three types of social entrepreneurs. Include an example of each type of social entrepreneur to support your answer.
What will be an ideal response?
1. Social Bricoleur—usually focuses on addressing the social needs of local communities. Bricoleur
can be defined as the ability to use existing resources to address the strategic issue. Therefore, a
social bricoleur is one who uses his or her existing resource base in order to address the social
mission of the organization. An example of a social bricoleur would be an individual who sets up
a relief organization to help individuals who have been affected by a natural disaster.
2. Social Constructionist—focuses on exploiting the market gaps that do not serve certain
customers. By identifying and serving these previously “missed” opportunities, social
constructionists know how to increase awareness that will lead to social reform. An example of a
social constructionist is Jacqueline Novogratz who established the Acumen Fund in 2001 and
whose mission was to use entrepreneurial approaches to solve global poverty problems.
3. Social Engineer—identifies systemic broad problems within the existing social structures and
addresses these problems with frame breaking revolutionary change. An example of one of the
most famous social engineers is Muhammad Yunis who established the Grameen Bank to set up
microloans for poor villagers in Bangladesh.
You might also like to view...
A country's ________ indicates the average quality and quantity of goods and services consumed within the country
A) economic infrastructure B) standard of living C) gross domestic product (GDP) D) gross national product (GNP) E) business cycle
As a leader of the meeting it is your responsibility to help participants reach a decision on an issue problem or direction
Answer the following statement(s) true (T) or false (F)
Each Fed bank president attends FOMC meetings; although only ________ Fed bank presidents vote on policy, all ________ provide input
A) three; ten B) five; ten C) three; twelve D) five; twelve
Once managers have measured actual performance, they should
A. develop goals and objectives. B. compare actual performance to the standards. C. establish the standards of performance. D. initiate corrective action. E. revise accepted standards.