SOSYAL GİRİŞİMLER VE PARADOKSAL LİDERLİK BECERİLERİ

Çalışmada, Türkiye’deki sosyal girişimlerin türünün ve amaçlarının; finansal sürdürülebilirliği hangi yollardan sağladıklarının; sosyal girişimcilerin sosyal fayda ve ticari kazanç gibi çelişkili görünen talepler için hangi tür liderlik becerilerine sahip olduklarının araştırılması amaçlanmıştır. Smith vd. (2012) tarafından yapılan araştırmanın devam çalışması niteliğindeki araştırmada on bir sosyal girişimci ile yapılan görüşmelerden edinilen veriler NVivo 12 nitel veri analizi programında analiz edilmiştir. Sonuçlar, sosyal girişimlerin çoğunun hibrid örgüt biçiminde yapılandığını, topluma hizmet için genellikle sivil toplumu güçlendirmek ve özel bireylere destek olmanın en çok benimsenen amaçlar olduğunu göstermektedir. Sosyal girişimler gelirlerini ise genellikle ürün satışlarından ve eğitim/danışmanlık gibi faaliyetlerden elde etmektedirler. Ayrıca, sosyal girişimcilerin sosyal fayda ve ticari kazanç gibi çelişkili talepleri bütünleştirmek için kararlı-tutarlı olma ve kararlara katılımı sağlamak gibi paradoksal liderlik becerilerine sahip olmaları gerektiği saptanmıştır. Sonuçlar Smith vd.’nin (2012) araştırma sonuçlarıyla uyumludur.

___

  • Alter, S. K. (2003). “Social Enterprise: A Typology of theFieldContextualized in Latin America.Inter-American Development Bank WorkingPaper”, Washington DC http://www.iadb.org/sds/doc/228070wc.socialenterprise.pdf (02.07.2018).
  • Alvord, S. H., Brown, L.D. ve Letts, C.W. (2004). “SocialEntrepreneurshipandSocietalTransformation: An ExploratoryStudy”, TheJournal of AppliedBehavioralScience, 40/3, 260-282.
  • Ataseven, B. (2012). “Nitel Bilimsel Araştırmalarda Veri Kalitesinin Önemi”,Marmara Üniversitesi İ.İ.B Dergisi, 33/2, 543-564.
  • Austin, J., Stevenson, H. ve Wei-Skillern, J. (2006). “SocialandCommercial Entrepreneurship: Same, Different, orBoth?”, EntrepreneurshipTheoryandPractice,January, 1-19.
  • Boschee, J. (2001). “Eight Basic PrinciplesforNonprofitEntrepreneurs”, Nonprofit World, 19/4, 15-18.
  • Cameron, K.S. (1986). “Effectiveness As Paradox: ConcensusandConflict in Conceptions of OrganizationalEffectiveness”, Management Science,32/5, 539-553.
  • Dacin, P.A.,Dacin, M.T. ve Matear, M. (2010). “SocialEntrepreneurship: WhyWeDon’tNeed a New Theoryand How WeMoveForwardFrom Here”,Academy of Management Perspectives,August,36-56.
  • Danko, A., Brunner, C. ve Kraus, S. (2011). “SocialEntrepreneurship – An Overview of theCurrentState of Research”,EuropeanJournal of Management, 11/1, 82-91.Dees, JG. (1998). TheMeaning of SocialEnterpreneurship,1-5. www.fukua.duke.edu/centers/case/documents/Dees_SEdef.pdf . (28.05.2018).
  • Dees, G. (2007). “TakingSocialEntrepreneurshipSeriously”,Society, 44/3, 24-31.
  • Ersen, T.B., Kaya, D. ve Meydanoğlu, Z. (2010). Sosyal Girişimler ve Türkiye İhtiyaç Analizi Raporu. İstanbul: TÜSEV Yayınları, Aralık, No:50.
  • Hibbert, S. A., Hogg, G. ve Quinn, T. (2002). “Consumer ResponsetoSocialEntrepreneurship: The Case of theBigİssue in Scotland”,International Journal of NonprofitandVoluntarySector Marketing, 7/3, 288-301.
  • KoeHweeNga, J. ve Shamuganathan, G. (2010). “TheInfluence of PersonalityTraitsandDemographicFactors on SocialEntrepreneurship Start UpIntentions”, Journal of Business Ethics, 95, 259-282.
  • Lavine, M. (2014). “ParadoxicalLeadershipandtheCompeting Values Framework”, Academy of Management Annual Meeting Proceedings, 2014/1, 14098-14098.
  • Lehner, O.M. ve Kansikas, J. (2012). “OpportunityRecognition in SocialEntrepreneurship : AThematic Meta Analysis”, TheJournal of Entrepreneurship, 21/1, 25-58.
  • Lewis, M.W., Andriopoulos, C.ve Smith, W.K. (2014). “ParadoxicalLeadershiptoEnable Strategic Agility”,University of California Berkeley,56/3, 58-77.
  • Lewis, M.W. (2000). “ExploringParadox: Toward A MoreComprehensive Guide”, Academy of ManagementReview, 25/4, 760-776.
  • Mair, J. ve Marti, I. (2006). “SocialEntrepreneurshipResearch: A Source of Explanation, Prediction, andDelight”, Journal of World Business, 41, 36-44.
  • Mair, J., Robinson, J. ve Hockerts, K. (2006). SocialEntrepreneurship.Palgra and Macmillan, New York.
  • Miller, T. L.VeWesley, C. L. (2010). “AssessingMissionandResourcesforSocialChange: An OrganizationalIdentityPerspective on SocialVentureCapitalists’ DecisionCriteria”, Entrepreneurship: TheoryandPractice, 705-733.
  • Mort, S.G.,Weerawardena ve Carnegie K. (2003). “SocialEntrepreneurship: TowardsConceptualisation”,International Journalof NonprofitandVoluntarySector Marketing, 8/1 76-88.
  • Mulgan, G.,Tucker, S., Ali, R. ve Sanders, B. (2007). “SocialInnovation: WhatIt Is, WhyItMattersand How It can be Accelerated?.Oxford Said Business School. Skoll Center forSocialEntrepreneushipWorkingPaper, http://eureka.sbs.ox.ac.uk/761/1/Social_Innovation.pdf. (10.08.2018).
  • Murphy P. ve Coombes S.M. (2009). “A Model of SocialEntrepreneurialDiscovery”, Journal of Business Ethics, 87, 325-336.
  • Prabhu, G.N. (1999). “SocialEntrepreneurialLeadership”,Career Development International, 4/3, 140-145.
  • Peredo, A.M. ve McLean, M. (2006). “SocialEntrepreneurship: A Critical Review of theConcept”, Journal of World Business, 41, 56-65.
  • Regine, B. ve Lewin, R. (2000). “Leading at theEdge: How LeadersInfluenceComplexSystems”, Lawrence ErlbaumAssociates, 2/2, 5-23.
  • Sharir, M. ve Lerner, M. (2006). “GaugingtheSuccess of SocialVenturesInitiatedbyIndividualSocialEntrepreneurs”, Journal of World Business, 41, 6–20.
  • Saifan, S.A. (2012). “SocialEntrepreneurship: Definition andBoundaries”, Technology Innovation Management, February, 22-27.
  • Smith, W.K. ve Tushman, M.L. (2005). “Managing Strategic Contradictions: A Top Management Model forManagingInnovationStreams”,OrganizationScience, 16/5, 522-536.
  • Smith, W. K. ve Lewis, M. W. (2011). “Toward A Theory of Paradox: A DynamicEquilibrium Model of Organizing”, Academy of Management Review, 36/2, 381-403.
  • Smith, W. K. ve Lewis, M. W. (2012). “LeadershipSkillsforManagingParadox”, IndustrialandOrganizationalPsychology,5, 232-235.
  • Smith, W. K.,Besharov M.L., Wessels, A.K. ve Chertok, M. (2012). “A ParadoxicalLeadership Model forSocial Entrepreneurs: Challenges, LeadershipSkills, andPedagogical Tools forManagingSocialand Commercial Demands”, Academy of Management Learning &Education,11/3, 463-478.
  • Tan, W.L., Williams, J.N. ve Tan, T.M. (2005). “Social' in 'SocialEntrepreneurship: AltruismandEntrepreneurship”, International Entrepreneurshipand Management Journal, 1/3, 353-365.
  • Thompson, J. ve Doherty, B. (2006). “TheDiverse World of Social Enterprise: A Collection of Social Enterprise Stories”, International Journal of SocialEconomics, 33 (5/6), 361-375.
  • Thompson, J. (2008). “Social Enterprise andSocialEntrepreneurship: WherehaveWeReached?: A summary of Issuesand Discussion Points”, Social Enterprise Journal, 4/2, 149-161.
  • Toplum Gönüllüleri (2013), Üniversitelerde Sosyal Sorumluluk ve Sosyal Girişimcilik Pilot Projesi Raporu. http://www.sogla.org
  • Tracey, P. ve Phillips, N.W. (2007). “TheDistinctiveChallenge of EducatingSocialEntrepreneurs: A Post-ScriptandRejoindertothe Special Issue on EntrepreneurshipEducation”, Academy of Management Learning &Education, 6/2, 264 –271.Tusev.org.tr, (Ekim 2019).
  • Weerawardena, J. ve Mort S.G. (2006). “InvestigatingSocialEntrepreneurship: A Multidimensional Model”, Journal of World Business, 41, 21-35.
  • Young, Dennis R. (2001). “Social Enterprise in the United States: AlternateIdentitiesand Forms”, Case Western ReserveUniversity”, The EMES Conference, TheSocial Enterprise: A ComparativePerspective, Trento, İtaly.
  • Zahra, S.A.,Rawhouser, H.N., Bhawe, N., Neubaum, D.O., ve Hayton, J.C. (2008). “Globalization of SocialEntrepreneurshipOpportunities”, Strategic EntrepreneurshipJournal,2, 117-131.
  • Zahra, S.A.,Gedajlovic, E., Bhawe, N.,Neubaum, D.O., ve Shulman, J.M. (2009). “A Typology of SocialEntrepreneurs: Motives, SearchProcessesandEthicalChallenges”, Journal of Business Venturing, 24, 519-532.
  • Zhang, Y.,Waldman, D.A., Han, Y. ve Li, X. (2015). “ParadoxicalLeaderBehaviors in People Management: Antecedentsand Consequences”, Academy of Management Journal,58/2, 538-566.