Introduction into Social Entreprenership

1. INTRO INTO SOCIAL
ENTREPRENEURSHIP
Alen Halilović
www.ecorl.it/en 1

2. Content (1)
 Introduction
 Definitions
 Strategy for the development
of social entrepreneurship
 Social businesses
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3. Content (2)
 Differences in doing business
 EU context
 Croatian context
 Workshop
 Literature
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4. Introduction
 Form of business primarily
driven by social goals and the
creation of positive social and
environmental effects
 Different interpretations of the
term
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5. Definitions (1)
 Entrepreneurship opting for
creation of innovative
solutions for the current social
problems (OECD, 2013).
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6. Definitions (2)
 individuals or organizations
engaged in entrepreneurial
activities with a social goal
(GEM, 2009 according to:
Van de Ven, Sapienza and
Villanueva, 2007)
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7. Definitions (3)
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8. Strategy for the development of social
entrepreneurship (1)
 Business activity based on the
principles of social, ecological and
economic sustainability whereas the
profits (extra earnings) are mostly
reinvested for the benefits of the
society.
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9. Strategy for the development of social
entrepreneurship (2)
 Complement public services
 Contribute to the balanced use
and allocation of available
resources
 Employment generators
 Contribute to the growth and
development of social capital.
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10. Social businesses
 Less vulnerable in times of economic
crises.
 Ex. In 2009 many jobs were lost in the
Italian real sector (profit sector), but the
number of employees has grown by
2,7% in social cooperatives.
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11. Differences in doing business (1)
SOCIAL BUSINESS
 Empower
employees
 Democratic decision
making process
TRADITIONAL (FOR
PROFIT)
BUSINESS
 Control employees
 Decision-making
based on the number
of shares (stocks)
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12. Differences in doing business (3)
SOCIAL BUSINESS
 Driven by
commercial, social
and ecological goals
TRADITIONAL
(FOR
PROFIT)
BUSINESS
 Driven by
commercial
goals
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13. EU context (1)
 Historical influence of associations and
cooperatives
 Economic model of liberal capitalism can
give rise to sustainable solutions and
solutions of higher quality for the rising
social problems
Strategy Europe 2020 – smart,
sustainable and inclusive growth
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14. EU context (2)
 strong impact on social and
economic opportunities
More than 14.5 mln jobs or
6.5% of the working population
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15. EU context (3)
 Stronger resistence on economic
downturns
Ex. In Spain, the number of employees in
cooperatives fell by 9% in the period
between 2008 and 2012. In the real sector,
the drop was even higher – 19%.
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16. EU context (4)
 Offers more
opportunities and
possibilities for the
development of small
and medium-sized
enterprises.
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17. EU context (5)
 allocation of 85
million Eur for the
development of social
entrepreneurship
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18. Croatian context (1)
 2014 – sixth consequtive year of
economic downturn
2017 – slow growth of GDP
 Youth unemployment - 44%
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19. Croatian context (2)
 Civil sector is the main
driving force behind the
development of social
entrepreneurship.
www.ecorl.it/en 19

20. Croatian context (3)
 The strongest financial support provided
by IPA programme
 CEDRA HR
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21. Croatian context (4)
 Croatian law does not
recognize social
entrepreneurship as a specific
term.
Strategy for the development of
social entrepreneurship 2015 -
2020
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22. WORKSHOP
Explore the main criteria for the
recognition of social entrepreneur
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23. www.ecorl.it/en 23

24. PARTNERS
Università Popolare di Firenze-IT
www.universitapopolaredifirenze.it
Federación Española de Universidades Populares-SP
www.feup.org
Pula Open University -HR
www.pou-pula.hr
Eu Trade-LT
www.eu-trade.org
Yunus Social Business-AL
http://ysbbalkans.com/
Università Telematica Uninettuno-IT
www.uninettunouniversity.net
This project has been funded with support from the European Commission. Publication
and products reflect the views only of the ECORL Consortium, and the Commission
cannot be held responsible for any use which may be made of the information contained
therein
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