Social business as a sustainable business model: making capitalism anti-fragile
Abstract In the last two centuries, developed nations have had an unprecedented generation of wealth showing a strong economic progress. Unfortunately, such economic development has not been witnessed in all countries and it does not represent the holistic face of the social progress. The main reaso...
Ausführliche Beschreibung
Gespeichert in:
| Autor*in: |
Hysa, Xhimi [verfasserIn] |
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| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2018 |
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| Schlagwörter: |
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| Anmerkung: |
© Springer Japan KK, part of Springer Nature 2018 |
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| Übergeordnetes Werk: |
Enthalten in: Sustainability science - Tokyo : Springer Japan, 2006, 13(2018), 5 vom: 09. Mai, Seite 1345-1356 |
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| Übergeordnetes Werk: |
volume:13 ; year:2018 ; number:5 ; day:09 ; month:05 ; pages:1345-1356 |
| Links: |
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| DOI / URN: |
10.1007/s11625-018-0566-1 |
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SPR021713677 |
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| 520 | |a Abstract In the last two centuries, developed nations have had an unprecedented generation of wealth showing a strong economic progress. Unfortunately, such economic development has not been witnessed in all countries and it does not represent the holistic face of the social progress. The main reason stands in the ideological limitations of capitalism itself, often ignoring local communities and environment while focusing exclusively on profit maximization, market share, dividends and bonuses. This failure it is also because of the division between two basic entities: nonprofit and for profit sectors. The segregation created between the economic values and social values, has created a system where the two different entities have failed to capture and integrate the multi-dimensional nature of the human being to satisfy social needs. Because of this increasing tension, the society needs to find a common ground solution, where the social and economic benefits of these two entities are merged together to generate an anti-fragile system. This research is an attempt to determine if the social business (SB) is capable to solve the problems arose from the free market idealogy, nonprofit philosophy, and the consequent social and economic inefficiency. Thus, the boundaries between the private, public and nonprofit sectors need to be changed. In addition, it is aimed to show that SB can solve social, economic, and environmental problems by using the entrepreneurial engine and the profit instrument, proving at the end to be by default a sustainable business model that respects the triple bottom line approach. The investigation method is based on literature review and theory development from three different fields: economics, development studies, and nonprofit management. | ||
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| 700 | 1 | |a Calabrese, Mario |4 aut | |
| 700 | 1 | |a Bassano, Clara |4 aut | |
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10.1007/s11625-018-0566-1 doi (DE-627)SPR021713677 (SPR)s11625-018-0566-1-e DE-627 ger DE-627 rakwb eng Hysa, Xhimi verfasserin aut Social business as a sustainable business model: making capitalism anti-fragile 2018 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © Springer Japan KK, part of Springer Nature 2018 Abstract In the last two centuries, developed nations have had an unprecedented generation of wealth showing a strong economic progress. Unfortunately, such economic development has not been witnessed in all countries and it does not represent the holistic face of the social progress. The main reason stands in the ideological limitations of capitalism itself, often ignoring local communities and environment while focusing exclusively on profit maximization, market share, dividends and bonuses. This failure it is also because of the division between two basic entities: nonprofit and for profit sectors. The segregation created between the economic values and social values, has created a system where the two different entities have failed to capture and integrate the multi-dimensional nature of the human being to satisfy social needs. Because of this increasing tension, the society needs to find a common ground solution, where the social and economic benefits of these two entities are merged together to generate an anti-fragile system. This research is an attempt to determine if the social business (SB) is capable to solve the problems arose from the free market idealogy, nonprofit philosophy, and the consequent social and economic inefficiency. Thus, the boundaries between the private, public and nonprofit sectors need to be changed. In addition, it is aimed to show that SB can solve social, economic, and environmental problems by using the entrepreneurial engine and the profit instrument, proving at the end to be by default a sustainable business model that respects the triple bottom line approach. The investigation method is based on literature review and theory development from three different fields: economics, development studies, and nonprofit management. Social business (dpeaa)DE-He213 Capitalism (dpeaa)DE-He213 Nonprofit (dpeaa)DE-He213 Development studies (dpeaa)DE-He213 Antifragile (dpeaa)DE-He213 Zerba, Erald aut Calabrese, Mario aut Bassano, Clara aut Enthalten in Sustainability science Tokyo : Springer Japan, 2006 13(2018), 5 vom: 09. Mai, Seite 1345-1356 (DE-627)521457130 (DE-600)2260333-5 1862-4057 nnns volume:13 year:2018 number:5 day:09 month:05 pages:1345-1356 https://dx.doi.org/10.1007/s11625-018-0566-1 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 13 2018 5 09 05 1345-1356 |
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10.1007/s11625-018-0566-1 doi (DE-627)SPR021713677 (SPR)s11625-018-0566-1-e DE-627 ger DE-627 rakwb eng Hysa, Xhimi verfasserin aut Social business as a sustainable business model: making capitalism anti-fragile 2018 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © Springer Japan KK, part of Springer Nature 2018 Abstract In the last two centuries, developed nations have had an unprecedented generation of wealth showing a strong economic progress. Unfortunately, such economic development has not been witnessed in all countries and it does not represent the holistic face of the social progress. The main reason stands in the ideological limitations of capitalism itself, often ignoring local communities and environment while focusing exclusively on profit maximization, market share, dividends and bonuses. This failure it is also because of the division between two basic entities: nonprofit and for profit sectors. The segregation created between the economic values and social values, has created a system where the two different entities have failed to capture and integrate the multi-dimensional nature of the human being to satisfy social needs. Because of this increasing tension, the society needs to find a common ground solution, where the social and economic benefits of these two entities are merged together to generate an anti-fragile system. This research is an attempt to determine if the social business (SB) is capable to solve the problems arose from the free market idealogy, nonprofit philosophy, and the consequent social and economic inefficiency. Thus, the boundaries between the private, public and nonprofit sectors need to be changed. In addition, it is aimed to show that SB can solve social, economic, and environmental problems by using the entrepreneurial engine and the profit instrument, proving at the end to be by default a sustainable business model that respects the triple bottom line approach. The investigation method is based on literature review and theory development from three different fields: economics, development studies, and nonprofit management. Social business (dpeaa)DE-He213 Capitalism (dpeaa)DE-He213 Nonprofit (dpeaa)DE-He213 Development studies (dpeaa)DE-He213 Antifragile (dpeaa)DE-He213 Zerba, Erald aut Calabrese, Mario aut Bassano, Clara aut Enthalten in Sustainability science Tokyo : Springer Japan, 2006 13(2018), 5 vom: 09. Mai, Seite 1345-1356 (DE-627)521457130 (DE-600)2260333-5 1862-4057 nnns volume:13 year:2018 number:5 day:09 month:05 pages:1345-1356 https://dx.doi.org/10.1007/s11625-018-0566-1 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 13 2018 5 09 05 1345-1356 |
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10.1007/s11625-018-0566-1 doi (DE-627)SPR021713677 (SPR)s11625-018-0566-1-e DE-627 ger DE-627 rakwb eng Hysa, Xhimi verfasserin aut Social business as a sustainable business model: making capitalism anti-fragile 2018 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © Springer Japan KK, part of Springer Nature 2018 Abstract In the last two centuries, developed nations have had an unprecedented generation of wealth showing a strong economic progress. Unfortunately, such economic development has not been witnessed in all countries and it does not represent the holistic face of the social progress. The main reason stands in the ideological limitations of capitalism itself, often ignoring local communities and environment while focusing exclusively on profit maximization, market share, dividends and bonuses. This failure it is also because of the division between two basic entities: nonprofit and for profit sectors. The segregation created between the economic values and social values, has created a system where the two different entities have failed to capture and integrate the multi-dimensional nature of the human being to satisfy social needs. Because of this increasing tension, the society needs to find a common ground solution, where the social and economic benefits of these two entities are merged together to generate an anti-fragile system. This research is an attempt to determine if the social business (SB) is capable to solve the problems arose from the free market idealogy, nonprofit philosophy, and the consequent social and economic inefficiency. Thus, the boundaries between the private, public and nonprofit sectors need to be changed. In addition, it is aimed to show that SB can solve social, economic, and environmental problems by using the entrepreneurial engine and the profit instrument, proving at the end to be by default a sustainable business model that respects the triple bottom line approach. The investigation method is based on literature review and theory development from three different fields: economics, development studies, and nonprofit management. Social business (dpeaa)DE-He213 Capitalism (dpeaa)DE-He213 Nonprofit (dpeaa)DE-He213 Development studies (dpeaa)DE-He213 Antifragile (dpeaa)DE-He213 Zerba, Erald aut Calabrese, Mario aut Bassano, Clara aut Enthalten in Sustainability science Tokyo : Springer Japan, 2006 13(2018), 5 vom: 09. Mai, Seite 1345-1356 (DE-627)521457130 (DE-600)2260333-5 1862-4057 nnns volume:13 year:2018 number:5 day:09 month:05 pages:1345-1356 https://dx.doi.org/10.1007/s11625-018-0566-1 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 13 2018 5 09 05 1345-1356 |
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10.1007/s11625-018-0566-1 doi (DE-627)SPR021713677 (SPR)s11625-018-0566-1-e DE-627 ger DE-627 rakwb eng Hysa, Xhimi verfasserin aut Social business as a sustainable business model: making capitalism anti-fragile 2018 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © Springer Japan KK, part of Springer Nature 2018 Abstract In the last two centuries, developed nations have had an unprecedented generation of wealth showing a strong economic progress. Unfortunately, such economic development has not been witnessed in all countries and it does not represent the holistic face of the social progress. The main reason stands in the ideological limitations of capitalism itself, often ignoring local communities and environment while focusing exclusively on profit maximization, market share, dividends and bonuses. This failure it is also because of the division between two basic entities: nonprofit and for profit sectors. The segregation created between the economic values and social values, has created a system where the two different entities have failed to capture and integrate the multi-dimensional nature of the human being to satisfy social needs. Because of this increasing tension, the society needs to find a common ground solution, where the social and economic benefits of these two entities are merged together to generate an anti-fragile system. This research is an attempt to determine if the social business (SB) is capable to solve the problems arose from the free market idealogy, nonprofit philosophy, and the consequent social and economic inefficiency. Thus, the boundaries between the private, public and nonprofit sectors need to be changed. In addition, it is aimed to show that SB can solve social, economic, and environmental problems by using the entrepreneurial engine and the profit instrument, proving at the end to be by default a sustainable business model that respects the triple bottom line approach. The investigation method is based on literature review and theory development from three different fields: economics, development studies, and nonprofit management. Social business (dpeaa)DE-He213 Capitalism (dpeaa)DE-He213 Nonprofit (dpeaa)DE-He213 Development studies (dpeaa)DE-He213 Antifragile (dpeaa)DE-He213 Zerba, Erald aut Calabrese, Mario aut Bassano, Clara aut Enthalten in Sustainability science Tokyo : Springer Japan, 2006 13(2018), 5 vom: 09. Mai, Seite 1345-1356 (DE-627)521457130 (DE-600)2260333-5 1862-4057 nnns volume:13 year:2018 number:5 day:09 month:05 pages:1345-1356 https://dx.doi.org/10.1007/s11625-018-0566-1 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 13 2018 5 09 05 1345-1356 |
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10.1007/s11625-018-0566-1 doi (DE-627)SPR021713677 (SPR)s11625-018-0566-1-e DE-627 ger DE-627 rakwb eng Hysa, Xhimi verfasserin aut Social business as a sustainable business model: making capitalism anti-fragile 2018 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © Springer Japan KK, part of Springer Nature 2018 Abstract In the last two centuries, developed nations have had an unprecedented generation of wealth showing a strong economic progress. Unfortunately, such economic development has not been witnessed in all countries and it does not represent the holistic face of the social progress. The main reason stands in the ideological limitations of capitalism itself, often ignoring local communities and environment while focusing exclusively on profit maximization, market share, dividends and bonuses. This failure it is also because of the division between two basic entities: nonprofit and for profit sectors. The segregation created between the economic values and social values, has created a system where the two different entities have failed to capture and integrate the multi-dimensional nature of the human being to satisfy social needs. Because of this increasing tension, the society needs to find a common ground solution, where the social and economic benefits of these two entities are merged together to generate an anti-fragile system. This research is an attempt to determine if the social business (SB) is capable to solve the problems arose from the free market idealogy, nonprofit philosophy, and the consequent social and economic inefficiency. Thus, the boundaries between the private, public and nonprofit sectors need to be changed. In addition, it is aimed to show that SB can solve social, economic, and environmental problems by using the entrepreneurial engine and the profit instrument, proving at the end to be by default a sustainable business model that respects the triple bottom line approach. The investigation method is based on literature review and theory development from three different fields: economics, development studies, and nonprofit management. Social business (dpeaa)DE-He213 Capitalism (dpeaa)DE-He213 Nonprofit (dpeaa)DE-He213 Development studies (dpeaa)DE-He213 Antifragile (dpeaa)DE-He213 Zerba, Erald aut Calabrese, Mario aut Bassano, Clara aut Enthalten in Sustainability science Tokyo : Springer Japan, 2006 13(2018), 5 vom: 09. Mai, Seite 1345-1356 (DE-627)521457130 (DE-600)2260333-5 1862-4057 nnns volume:13 year:2018 number:5 day:09 month:05 pages:1345-1356 https://dx.doi.org/10.1007/s11625-018-0566-1 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 13 2018 5 09 05 1345-1356 |
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social business as a sustainable business model: making capitalism anti-fragile |
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Social business as a sustainable business model: making capitalism anti-fragile |
| abstract |
Abstract In the last two centuries, developed nations have had an unprecedented generation of wealth showing a strong economic progress. Unfortunately, such economic development has not been witnessed in all countries and it does not represent the holistic face of the social progress. The main reason stands in the ideological limitations of capitalism itself, often ignoring local communities and environment while focusing exclusively on profit maximization, market share, dividends and bonuses. This failure it is also because of the division between two basic entities: nonprofit and for profit sectors. The segregation created between the economic values and social values, has created a system where the two different entities have failed to capture and integrate the multi-dimensional nature of the human being to satisfy social needs. Because of this increasing tension, the society needs to find a common ground solution, where the social and economic benefits of these two entities are merged together to generate an anti-fragile system. This research is an attempt to determine if the social business (SB) is capable to solve the problems arose from the free market idealogy, nonprofit philosophy, and the consequent social and economic inefficiency. Thus, the boundaries between the private, public and nonprofit sectors need to be changed. In addition, it is aimed to show that SB can solve social, economic, and environmental problems by using the entrepreneurial engine and the profit instrument, proving at the end to be by default a sustainable business model that respects the triple bottom line approach. The investigation method is based on literature review and theory development from three different fields: economics, development studies, and nonprofit management. © Springer Japan KK, part of Springer Nature 2018 |
| abstractGer |
Abstract In the last two centuries, developed nations have had an unprecedented generation of wealth showing a strong economic progress. Unfortunately, such economic development has not been witnessed in all countries and it does not represent the holistic face of the social progress. The main reason stands in the ideological limitations of capitalism itself, often ignoring local communities and environment while focusing exclusively on profit maximization, market share, dividends and bonuses. This failure it is also because of the division between two basic entities: nonprofit and for profit sectors. The segregation created between the economic values and social values, has created a system where the two different entities have failed to capture and integrate the multi-dimensional nature of the human being to satisfy social needs. Because of this increasing tension, the society needs to find a common ground solution, where the social and economic benefits of these two entities are merged together to generate an anti-fragile system. This research is an attempt to determine if the social business (SB) is capable to solve the problems arose from the free market idealogy, nonprofit philosophy, and the consequent social and economic inefficiency. Thus, the boundaries between the private, public and nonprofit sectors need to be changed. In addition, it is aimed to show that SB can solve social, economic, and environmental problems by using the entrepreneurial engine and the profit instrument, proving at the end to be by default a sustainable business model that respects the triple bottom line approach. The investigation method is based on literature review and theory development from three different fields: economics, development studies, and nonprofit management. © Springer Japan KK, part of Springer Nature 2018 |
| abstract_unstemmed |
Abstract In the last two centuries, developed nations have had an unprecedented generation of wealth showing a strong economic progress. Unfortunately, such economic development has not been witnessed in all countries and it does not represent the holistic face of the social progress. The main reason stands in the ideological limitations of capitalism itself, often ignoring local communities and environment while focusing exclusively on profit maximization, market share, dividends and bonuses. This failure it is also because of the division between two basic entities: nonprofit and for profit sectors. The segregation created between the economic values and social values, has created a system where the two different entities have failed to capture and integrate the multi-dimensional nature of the human being to satisfy social needs. Because of this increasing tension, the society needs to find a common ground solution, where the social and economic benefits of these two entities are merged together to generate an anti-fragile system. This research is an attempt to determine if the social business (SB) is capable to solve the problems arose from the free market idealogy, nonprofit philosophy, and the consequent social and economic inefficiency. Thus, the boundaries between the private, public and nonprofit sectors need to be changed. In addition, it is aimed to show that SB can solve social, economic, and environmental problems by using the entrepreneurial engine and the profit instrument, proving at the end to be by default a sustainable business model that respects the triple bottom line approach. The investigation method is based on literature review and theory development from three different fields: economics, development studies, and nonprofit management. © Springer Japan KK, part of Springer Nature 2018 |
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5 |
| title_short |
Social business as a sustainable business model: making capitalism anti-fragile |
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https://dx.doi.org/10.1007/s11625-018-0566-1 |
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Zerba, Erald Calabrese, Mario Bassano, Clara |
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| doi_str |
10.1007/s11625-018-0566-1 |
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2024-07-04T00:02:36.530Z |
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|
| score |
7.39818 |