![]() Which is why they differ on what they consider to be a social need they aim to address. Community-driven founders are more intrinsically motivated than mission-driven founders who focus on intrinsic and extrinsic motivations. These variations have implications for their stakeholders. They were driven by different goals and social motivations when continuing to develop the venture idea further. What we saw was that these two types of social entrepreneurs - the community-driven and mission-driven - focused on different criteria in the beginning of the venture creation process. But they did also look inward to see if they would find an alignment between the business scenarios and their desired goal of social impact generation. For these entrepreneurs, their external governing context was more important because their target audience was broader. Other social entrepreneurs focused on the feasibility of the business. This showed inner conflicts or tensions during their decision process. Instead they let their emotions play an active part in their evaluation process. They did not try to keep an emotional distance. And they said they would have to adapt the selected business scenario to fit with an embedded need.Įmbeddedness in this context means that they had an intimate knowledge of and concern for the needs of the specific social group or community. When thinking about the business, they paid particular attention to personal and implicit information attributes. They did this by initially looking inward, thinking and talking about their personal emotions and motivations. The differences depended on the needs of the communities or the specific target groups they were imagining building the venture for. The criteria included market demand, competition, personal knowledge and skills, funding and investment requirements, moral and ethical values and social impact. But they differed on the importance they gave to each one. We found that the social founders used the same criteria for building a social business. The aim was to understand the differences in their judgement, motivation and goals. We asked them to imagine being a founder of one of the three and talk us through how they would build this venture. We provided them with three different business scenarios. ![]() The entrepreneurs had different professional experiences and were focused on a variety of social challenges. Our study was conducted over a 15-month period with 34 (social) entrepreneurs based in Cape Town. Personal goals, missions and social motivations matter ![]() We found that social entrepreneurs differed from for-profit entrepreneurs in their venture idea judgements, and strongly relied on their specific social goals and motivations in the creation of social ventures. Our study explored what motivated different social entrepreneurs to develop businesses that assisted their communities. Their variety has implications for how advisers, policy makers, incubators or accelerators, and institutes of higher education can better support social entrepreneurs. So, if societies want to promote social entrepreneurship, they must better understand all these motivations and approaches. Their operating context is shaped by government regulations, policies, financial support (or lack of it), an entrepreneurial ecosystem, and other factors.
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