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Social Entrepreneurship Profiles: Lessons from Organizational and Management Dynamics

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  • Cristina Parente
  • Alexandra Lopes
  • Vanessa Marcos

Abstract

This paper discusses how the concept of social entrepreneurship has been applied in Portuguese Third Sector organizations. It draws on the empirical findings of a survey carried out on a sample of 89 organizations, in which data on key features of organizational dynamics were collected. Strongly rooted in mainstream European theories of social entrepreneurship, the authors propose a typology of three profiles of social entrepreneurship based on different configurations of key features of organizations, namely, models of work organization; coordination/leadership; human resources management; and funding and action planning.

Suggested Citation

  • Cristina Parente & Alexandra Lopes & Vanessa Marcos, 2014. "Social Entrepreneurship Profiles: Lessons from Organizational and Management Dynamics," Journal of Social Entrepreneurship, Taylor & Francis Journals, vol. 5(1), pages 22-41, January.
    • Handle: RePEc:taf:jsocen:v:5:y:2014:i:1:p:22-41
    DOI: 10.1080/19420676.2013.820782
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