TY - JOUR
T1 - Mining social entrepreneurship strategies using topic modeling
AU - Chandra, Yanto
AU - Jiang, Li Crystal
AU - Wang, Cheng Jun
N1 - Publisher Copyright:
© 2016 Chandra et al. This is an open access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.
PY - 2016/3
Y1 - 2016/3
N2 - Despite the burgeoning research on social entrepreneurship (SE), SE strategies remain poorly understood. Drawing on extant research on the social activism and social change, empowerment and SE models, we explore, classify and validate the strategies used by 2,334 social entrepreneurs affiliated with the world's largest SE support organization, Ashoka. The results of the topic modeling of the social entrepreneurs' strategy profiles reveal that they employed a total of 39 change-making strategies that vary across resources (material versus symbolic strategies), specificity (general versus specific strategies), and mode of participation (mass versus elite participation strategies); they also vary across fields of practice and time. Finally, we identify six meta-SE strategies-a reduction from the 39 strategies-and identify four new meta-SE strategies (i.e., system reform, physical capital development, evidence-based practices, and prototyping) that have been overlooked in prior SE research. Our findings extend and deepen the research into SE strategies and offer a comprehensive model of SE strategies that advances theory, practice and policy making.
AB - Despite the burgeoning research on social entrepreneurship (SE), SE strategies remain poorly understood. Drawing on extant research on the social activism and social change, empowerment and SE models, we explore, classify and validate the strategies used by 2,334 social entrepreneurs affiliated with the world's largest SE support organization, Ashoka. The results of the topic modeling of the social entrepreneurs' strategy profiles reveal that they employed a total of 39 change-making strategies that vary across resources (material versus symbolic strategies), specificity (general versus specific strategies), and mode of participation (mass versus elite participation strategies); they also vary across fields of practice and time. Finally, we identify six meta-SE strategies-a reduction from the 39 strategies-and identify four new meta-SE strategies (i.e., system reform, physical capital development, evidence-based practices, and prototyping) that have been overlooked in prior SE research. Our findings extend and deepen the research into SE strategies and offer a comprehensive model of SE strategies that advances theory, practice and policy making.
UR - http://www.scopus.com/inward/record.url?scp=84962349024&partnerID=8YFLogxK
U2 - 10.1371/journal.pone.0151342
DO - 10.1371/journal.pone.0151342
M3 - Journal article
C2 - 26998970
AN - SCOPUS:84962349024
SN - 1932-6203
VL - 11
JO - PLoS ONE
JF - PLoS ONE
IS - 3
M1 - e0151342
ER -