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Harvard Business Review Press
The following review appeared in the July 2016 issue of CHOICE. The review is for your internal use only. Please review our Permission and Reprints Guidelines or email permissions@ala-choice.org.
Social & Behavioral Sciences
Business, Management & Labor
Martin and Osberg (Skoll Foundation) envision a future driven by significantly increased social benefits obtained from more extensive social entrepreneurship than currently exists. They offer a model with four key stages for using social entrepreneurship to bring about transformative change for the good: understanding the world they wish to change and how it works rather than rushing a simplistic answer to the problem; envisioning a compellingly superior new future for targeted constituents; building a powerful model for change with a winning value equation; and scaling the solution to obtain economies by designing a model that includes falling unit costs with increasing volume. The authors include many practical and theoretical questions to address. All organizations should grapple with these questions, but they may have special importance for social entrepreneurs.
--C. Wankel, St. John's University, New York