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By the end of their studies, students are expected to: undergraduate level. Learning objective 1: Describe the concept of social entrepreneurship. Learning objective 2: Explain the sources and challenges of funding social entrepreneurial activities. Learning objective 3: Discuss the different strategies that social entrepreneurs may use to raise funds. Postgraduate level. Learning Objective 1: Use theory to explain the concept of social entrepreneurship. Learning objective 2: Discuss the role of social capital in facilitating resource acquisition for social entrepreneurial activities. Learning objective 3: Evaluate the current action for fundamental change and development (AFFCAD) funding model and propose strategies that may be used by a social enterprise to achieve financial sustainability when donor funding expires.

The past decade has seen the emergence of many social enterprises from disadvantaged communities in low-income countries, seeking to provide solutions to social problems, which in developed countries would normally be addressed by government sponsored welfare programmes. The social entrepreneurs behind such initiatives are typically drawn from the disadvantaged communities they serve. They are often young people committed to improving the lives of their most disadvantaged community members. Being poor themselves and located in the poorest communities, establishing their enterprise faces fundamental challenges of obtaining resources and if accessed, sustaining the flow of resources to continue and grow their enterprise. Targeting external donors and mobilizing social resources within their community is a typical route to get their enterprise off the ground, but sustaining momentum when donor funding ceases requires changes of strategy and management. How are young social entrepreneurs dealing with these challenges? The case focusses on AFFCAD, a social enterprise founded by Mohammed Kisirisa and his three friends to support poor people in Bwaise, the largest slum in Kampala city. It illustrates how, like many other similar social enterprise teams, the AFFCAD team struggled to establish itself and its continuing difficulties in trying to financially sustain its activities. The case demonstrates how the youngsters mobilised social networks and collective action to gain access to donor funding and how they are modifying this strategy as donor funding expires. From an academic perspective, a positive theory of social entrepreneurship (Santos, 2012) is applied to create an understanding of the concept of social entrepreneurship. The case uses the social capital theory to demonstrate the role played by social ties in enabling social entrepreneurs to access financial and non-financial support in a resource scarce context (Bourdieu, 1983; Coleman, 1988, 1990). The National Council for Voluntary Organisations Income Spectrum is used as a tool to develop the options available for the AFFCAD team to sustain their activities in the absence of donor support. The case provides evidence that social entrepreneurs are not limited by an initial lack of resources especially if they create productive relationships at multiple levels in the communities where they work. However, their continued success depends on the ability to reinvent themselves by identifying ways to generate revenue to achieve their social goals.

This case study is aimed at Bachelor of Entrepreneurship students, MBA, MSc. Entrepreneurship and Masters of Social Innovation students.

Teaching Notes are available for educators only.

CSS 3: Entrepreneurship.

Previous studies have largely examined interregional variations of small and medium-sized enterprise (SME) rather than family firm concentrations. This paper aims to address this gap through an analysis of firm type indicators across Europe from the Eurostat database, using social, economic and demographic statistics at the NUTS 2 regional level to ascertain the nature, prevalence and regional contexts of family firm concentrations.

Hierarchical clustering is performed to map the regional distribution of the European family business.

Results show that the co-existence of family SMEs with large firms is negatively related to regional economic performance, and this variation has implications for the understanding of the survival and strategic behaviour of family firms.

The study promotes a new family business “in context” than “by context” point of view and paves the way for further empirical work with interregional family business data at various spatial levels.

In the second half of the 1980s, together with Perestroika in the Soviet Union, a process took place to end the Cold War as a confrontation between the United States of America and the Soviet Union. At the same time, this process caused the collapse of the Soviet Union and socialist system and thereafter the separation and independence of the many nationalities that constituted the Soviet socialist system in the East and South Europe. However to our regret, such nationalities could not enjoy freedom by independence, but went to brutal wars between separated nationalities. Even after many local wars and brutalities we cannot yet find the final solution through peace and justice for peoples.

Government assistance to exporting small firms in the UK tends to be passive, providing information, contacts, access to subsidized consultancy and credit guarantees, rather than direct training. The system favours the larger company, and does little to address problems faced by many small and medium‐sized enterprises (SMEs) whose owners have less clear strategic goals, react entrepreneurially to opportunities and have access to limited resources. The education system too has done little to promote vocational training in export management for SMEs. Graduates, particularly language graduates, from universities and colleges, have the potential to be good export managers, but seldom get the opportunity. Many end up unemployed, a considerable waste of human resources. Since the late 1980s the Scottish Enterprise Foundation, University of Stirling, has run programmes providing export management training for language graduates, involving project placements in small and medium‐sized companies, and leading to a diploma in Small Firms Exporting. Examines the impact of this course on participating firms and graduates. Results of a follow‐up survey show that, despite some problems, the overall effectiveness of the programme is promising, both in “capturing” language skills for industry, and in developing an international focus in companies.

The dynamics and performance of female‐owned companies in the United Kingdom are focused on. Women can be differentiated by behavioural and motivational factors in their desire to start up in business, although these groupings are fluid and women are capable of changing into different modes of entrepreneur. The personal ambitions of women and their domestic arrangements largely determine the ways in which their enterprises evolve. The performance of the businesses is then explored from the perspective of individual qualitative and quantitative criteria of success. Initial success was not judged in terms of conventional economic criteria of profitability and advance orders. Regardless of business age, differences do appear between current and future success criteria.

Corporate entrepreneurship; Intrapreneurship; Human Resources.

MBA students in Human Resource, entrepreneurship and/or PhD students in the areas of Human Resource, Corporate Entrepreneurship and/or on Intrapreneurship studies.

This case reveals that progressive change originated from individual’s positive deviance approaches, opportunistic sensitivity, ability to learn, evaluate and the ability to develop ideas on how to exploit or pursue identified opportunities (intrapreneurial behaviour).

The student will learn to deal with the complex nature of organisations and the tendencies of institutional processes to be uncertain, unpredictable, and uncontrollable; appreciate the internal workings of an organisation, the external environment; and understand the role of generative leadership, positive deviance, novelty ecosystems and intrapreneurial behaviour and the fact that connections and interactions in a social network are non-linear or non-proportional. This means that complex system predictions can be much more than simple regression predictions. They will be able to apply both bottom-up and top-down influences from proactive leadership or generative leadership events and benefit from positive results and the emergence of innovation.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS: 3 Entrepreneurship.

A GREAT deal is being, and has been, said about the role of public libraries in the provision of information of all kinds to the community. Sometimes there are full blown experiments such as that in Sunderland, but more likely is the gradual, evolutionary approach that most libraries have taken in recent years. Examples of libraries taking initiatives abound, ranging from stocking leaflets, to actually getting into an advice giving role, or to seeing information as simply an adjunct to more radical experiments in community librarianship. The gradualism may however be replaced, in such places as Corby, Shotton and Consett, to name three steel towns, with a more sudden push into the consideration of the underlying purpose of information services to a community.

The purpose of this paper is to understand the enduring, fundamental contributions of accounting practices in the pursuit of decentralization by governments, with an examination of Peter Leopold’s reform of the municipalities in the late eighteenth century in Italy.

An extensive textual analysis of the very comprehensive collection of primary sources of the Grand Duchy of Tuscany during the de’ Medici and Hapsburg-Lorraine’s rule identified the reasons for Peter Leopold’s decision to decentralize his government’s authority and responsibilities. A systemic comparison of the 1765–1766 and 1775–1776 financial reports of the Municipality of Castrocaro and Terra del Sole disclosed the importance of the micro-practices of accounting and reporting for the reform.

In the context of the eighteenth century enlightenment, Peter Leopold legitimized his reform by the introduction of a modern style of government based on the rationalization of the municipal administrative system and decentralization of central authority and responsibility. The reform was made feasible by the substitution of a birth right principle with an economic discourse which linked tax payments to property ownership. This had the unintended consequence of increased taxes, higher municipal expenditures and possible inequalities between municipalities.

The findings of the study are dependent on the resources which have survived and are now preserved in the official archives of Galeata and Florence. This work contributes to the extant literature on administrative reforms in a crucial period for the redefinition of sovereignty by the ruling classes, with the rise of the modern State. It extends historical understanding of the public sector with a focus on local government in the eighteenth century in a non-Anglo-Saxon context.

The examination of the reform of Peter Leopold contributes to an enhanced understanding of present-day decentralization by governments in the context of the new public management (NPM). It provides to NPM advocates a broader temporal and contextual understanding of the impact of current decentralization reforms.

Few accounting studies have considered the micro-aspects of decentralization reforms at the municipal level and tried to identify their impact on the wealth of the population. Moreover, Peter Leopold’s reform is considered one of the most innovative and enlightened of the eighteenth century, while the remainder of Europe was still overwhelmingly committed to the centralization of administrative apparatuses. Finally, this study relates to the multi-disciplinary debate about the recognition, qualification and accountization of the impact of decentralization of responsibility for the delivery of government services.

June 13, 1974 Master and Servant — Redundancy — Dismissal for redundancy — Redundancy payment — Computation of period of continuous employment — Transfer of business on undertaking — Contracts of Employment Act, 1963 (c. 49), Sch. 1 para. 10 (2) — Redundancy Payments Act, 1965 (c. 62), ss. 1, 3(1), (2), 13 (2), 24, Sch. 1, para. 1.