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This article discusses one approach to using the Internet in a required MBA course. As a novice with no formal course work or training on the Internet, the author decided to undertake a risky experiment. First, the author presents the advantages and disadvantages of employing emerging instructional technologies. Then, the author assesses the successes and failures of integrating the Internet in an MBA course. The analysis includes the observation of student electronic postings and the solicitation of their feedback in various ways. The article concludes by offering general advice to other instructors contemplating use of the Internet to reduce their frustrations and disappointments.

Durante la década pasada el área de la gerencia estratégica ha crecido tremendamente en popularidad, interés e importancia. Sin embargo, una nube de misterio, percepción errónea y confusión rodea el área. En este artículo se presenta la gerencia estratégica comprendiendo dos sub-áreas primarias: formulación e implementación. La primera consiste en determinar las misiones, metas y objetivos de una organización a la luz de consideraciones tanto ambientales como comportamentales. La última trata con el diseño y coordinación de las estructuras, sistemas y procesos de la organización con miras a orquestar los esfuerzos individuales y asegurar la alineación con el medio-ambiente. Este artículo concluye presentando el control estratégico como un concepto unificante y dinámico que asegura la selección de la estrategia correcta y su propuesta implementación.

Cover -- Contents -- Introduction -- Part IV: Organizational Structures and Hybrid Organizations for Social Enterprises -- Chapter 17: Legal Structures Available to Social Enterprises: An Overview -- Chapter 18: Examining the Ethics of Organizational Legal Forms: Lessons from the Social Enterprise Movement -- Chapter 19: The "Benefit Corporation": A Viable Option for Social Entrepreneurs? -- Chapter 20: International Case Studiesin Social Entrepreneurship: A Focus on Brazil -- Chapter 21: Aquamariner Project: A Path for Food Self-Reliance? -- Chapter 22: ECO Kitchen -- Chapter 23: Worksheet for "Organizational Structures and Hybrid Organizations for Social Enterprises" -- Part V: Mobilizing Resources to Fund Social Ventures -- Chapter 24: Financing Modes of Social Entrepreneurship -- Chapter 25: Microfinance: Models and Implications for Social Entrepreneurship -- Chapter 26: Crowdfunding -- Chapter 27: What's on the Menu? Feeding Your Social Enterprise -- Chapter 28: How to Crowdfund Your Venture -- Chapter 29: Communicating for Funding -- Chapter 30: Volu: Validating the Business Case -- Chapter 31: Worksheet for "Mobilizing Resources to Fund Social Ventures" -- Part VI: Scaling the Social Venture -- Chapter 32: Systems Thinking for the Social Entrepreneur -- Chapter 33: Made in Carcere: Scaling a Social Enterprise Business Model -- Chapter 34: Dairy Processing Social Venture among the Maasai in Northern Tanzania -- Chapter 35: Worksheet for "Scaling the Social Venture" -- Part VII: Ecopreneuring as Social Enterprises -- Chapter 36: Wholly Frijoles -- Chapter 37: Creating a Business Model for Recycled Materials -- Chapter 38: Gongali Nano Filter for Rural Water Purification -- Chapter 39: Worksheet for "Ecopreneuring as Social Enterprises" -- Resources -- About the Authors -- Additional Readings -- Index -- Adpage -- Backcover.

Educating Social Entrepreneurs: From Idea Generation to Business Plan Formulation appears at the time of unprecedented environmental disasters, natural resources depletion and significant failure of governments and global business to attend social problems occurring around the globe. In the world of downsizing, restructuring and social changes, notions of traditional venture creation and the ways of creating social values have been challenged. Drawing from contributions by scholars of social entrepreneurship from Europe, North and South America, and Africa, this edited volume reveals interdisciplinarity of entrepreneurship research. To assist the readers, students, and teachers in understanding some dilemmas of our time, the contributors to these collections adopt an array of theoretical frameworks that all examine a multitude of societal and business issues in which the social entrepreneur surfaces. This Social Entrepreneurship book draws examples from various parts of the global business world and various societies and prepares students, scholars, and entrepreneurial managers to deal with the challenges presented by a new and diverse business environment. It is our belief that these two volumes endorse the importance of social entrepreneurship in the competitive business landscape and prepare students of business and other faculties to create their own business plan for a social venture. Illuminating troublesome aspects of the global social and business worlds, this Social Entrepreneurship book comprises two volumes and covers key issues such as defining social entrepreneurship; contexts for social entrepreneurship; pitching and communicating social opportunities; and also implementing social opportunities that covers the areas of organizational structures and hybrid organization for social enterprises; mobilizing resources to fund social ventures; scaling the social ventures; and ecopreneuring as social enterprises. Students, scholars, and entrepreneurs who want to prepare themselves to help the poverty-stricken world and deal with social entrepreneurship will find this to be beneficial reading.

Cover -- Contents -- Introduction -- Part I: Defining Social Entrepreneurship -- Chapter 1: Social Entrepreneuring: "What's Good for Society Is Also Good for Business" -- Chapter 2: I Think Therefore I Am … Social Entrepreneurial Identity and Network Development -- Chapter 3: Purpose versus Profits -- Chapter 4: Free Geek Toronto: Tradeoffs in Open Source and Triple Bottom Line Organizations -- Chapter 5: Worksheet for "Defining Social Entrepreneurship" -- Part II: Contexts for Social Entrepreneurs -- Chapter 6: Recognizing and Reframing Social Problems into Business Opportunities: MECE and Value Chain Analysis -- Chapter 7: The Significance of Stakeholders in Social Enterprises -- Chapter 8: Creating Social Value -- Chapter 9: The Organizational Form Design Studio -- Chapter 10: Beyond the Business Case -- Chapter 11: Worksheet for "Contexts for Social Entrepreneurs" -- Part III: Recognizing, Pitching, and Communicating Social Opportunities -- Chapter 12: Best Social Enterprise Pitch Competition -- Chapter 13: Mapping Stakeholders and Developing Communication Strategies -- Chapter 14: Marketing a Social Enterprise: Generating Questions to Construct Observation Experiences -- Chapter 15: Soup-On-The-Go: Joni's Soup Fellowship -- Chapter 16: Worksheet for "Recognizing, Pitching, and Communicating Social Opportunities" -- Resources -- About the Authors -- Additional Readings -- Index -- Adpage -- Backcover.

This article reports on the effects of different groupprocesses on team performance, using a simulation as experimental laboratory. In contrast to prior research that attempted to validate terminal results of gaming experiences, this study is concerned with appraising what transpires throughout the course ofplay. Only such aformative evaluation can test whether or not appropriate behaviors are rewarded and reinforced and lead to successful group performance. A taxonomy of six different decision-making and leadership styles is developed through the use of multiple research methods. Cohesion was found to be a significant factor in explaining high performance. It is proposed that high-performance teams develop as a highly cohesive group with high-performance norms.

Recent years have witnessed a surge of interest in strategic planning in the public sector. However, a wide variety of structural arrangements, funding levels, and purposes and objectives are all grouped together under the rubric of strategic planning. This article is the first phase of a two-part research effort. The authors set out to promote a better understanding of the status of strategic planning in the public sector by examining the organization, funding, and mission of strategic planning units within New York State agencies. They report top state officials' reactions to strategic planning and how they explicitly use it.

A discussion of various considerations weighed by public officials in selecting locations for economic development & in deciding what resources to allocate for that development. Mail questionnaire data obtained from 20 government officials in NY, including state congressmen, who were asked to assess the opportunities for creating jobs for the disadvantaged in a variety of hypothetical situations, provide insights into policy decision making. Their decisions regarding the hypothetical situations are compared with actual decisions made in similar circumstances. How this method might be applied to the study of decision making regarding enterprise zones & other economic issues is examined. 5 Tables, 14 References. Adapted from the source document.

ABSTRACTThis paper reports on a study of the issue relationships and priorities used by public officials in making local economic‐development policy decisions. Economic success criteria for evaluating distressed areas were compared and were found to vary in importance among officials. Policy bases of expert judges were determined. Their differences, as well as the implications of including this type of knowledge in the decision‐making process, are discussed. Recommendations for a more detailed understanding of the public‐policy decision process in economic development, through the use of a policy‐capture approach, are made.

"This book shows how social entrepreneurship and social enterprises can integrate social and economic development. These dual mission ventures striving to achieve both financial sustainability and social good are especially pathbreaking approaches in reducing economic, education, health, technology, and other disparities among marginalized individuals, families, and communities. While this global movement varies in pace and scope, we feature snapshots from eight countries or regions. This volume focuses especially on emerging economies and those in transition, featuring African countries of Kenya and Tanzania, Albania, Argentina, Central Asian countries of Kyrgyzstan and Tajikistan, Cuba, India, Russian Federation, and Taiwan. We examine a variety of ventures and their social policy context as they attempt to meet human needs while simultaneously also attaining financial sustainability."