ABSTRACT

This paper distinguishes two levels of system elements that accommodate social entrepreneurs’ strategic role in driving systemic change while also recognizing their limitation of doing so. Relying on the dynamics of system elements to operationalize systemic change, I explore how social entrepreneurs can drive systemic change. This paper identifies 84 “systemic-change companies” out of 191 leading social enterprises in 12 Asian countries. The analysis specifies mechanisms through which three systemic change strategies organize four types of social enterprises’ business models to make systemic change happen. The findings generate implications for practitioners and public policy makers.

摘要

本文区分了两个层次的系统要素，它们适应了社会企业家在推动系统变革方面的战略作用，同时也认识到他们这样做的局限性。依靠系统要素的动态来实现系统性变革，我探索了社会企业家如何推动系统性变革。本文从 12 个亚洲国家的 191 家领先社会企业中确定了 84 家“系统变革公司”。该分析详细说明了三种系统性变革策略组织四种类型的社会企业商业模式以实现系统性变革的机制。研究结果对从业者和公共政策制定者产生影响。