social entrepreneurship topic 8
TRANSCRIPT
Dr Anis Amira Ab Rahman 2015
SOCIAL ENTREPRENEURSHIP
ACS 3063
SOCIAL ENTREPRENEURSHIP MANAGEMENT: Resources
Management
Dr Anis Amira Ab Rahman 2015
TYPES OF RESOURCE
S
Dr Anis Amira Ab Rahman 2015
DEFINITION
The resources-based view (RBV) argues that firms possess
resources, a subset of which enable them to achieve
competitive advantage, and a subset of those that lead to
superior long-term performance. Resources that are
valuable and rare can lead to the creation of competitive
advantage.
That advantage can be sustained over longer time periods
to the extent that the firm is able to protect against
resources imitation, transfer, or substitution.
In general, empirical studies using the theory have strongly
supported the resources-based view.
JAY BARNEY
Dr Anis Amira Ab Rahman 2015
RESOURCES-BASED VIEW (RBV)
Definition
An organization’s resources & capabilities, not external environmental conditions, should be basis for strategic decisions.
competitive advantage is gained through acquisition & value of organizational resources
Organizations can identify, locate & acquire key valuable resources
resources are not highly mobile across organizations & once acquired are retained
valuable resources are costly to imitate & non- substitutable
Dr Anis Amira Ab Rahman 2015
RESOURCESDAFT, 1983, BARNEY, J.,1991
o Physical capital (Technology, plant, equipment, location, access to raw material)
o Human capital (Training, expertise, judgment, intelligence, relationship and insights of manager and workers)
o organizational capital (Organizational structure, planning, controlling and coordinating system, informal relations among groups within the firm and with outside groups)
WERNERFELT, B., 1984, HAFEEZ, K., MALAK, N. AND ZHANG, Y., 2002
Resources = anything that could be thought as a strength or a
weakness for a firm. Tangible and intangible assets tied
permanently or semi-permanently to the firm.
Dr Anis Amira Ab Rahman 2015
HOFER AND SCHENDEL, 1978, GRANT, R., 1991 MAHONEY, J. AND PANDIAN, R., 1992
Human resources
Financial resources
Intangible resources Organizational resources
Technological resources Legal resources
Experience
Physical resources
HAFEEZ, K., MALAK, N. AND ZHANG, Y., 2002
Physical assets
Intellectual assets
Cultural assets
Dr Anis Amira Ab Rahman 2015
RESPONSIBILITY AS A MANAGER OF A SOCIAL
ENTERPRISE
Achieving financial goal
Achieving social goal
Who are the actors in the enterprise that strive to achieve
those goals?
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THE MANAGEMENT CHALLENGES
To ensure that the motivations of other
people in your organisation align with
your personal motivations (as founder or
manager)
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Dr Anis Amira Ab Rahman 2015
A Caveat…
Think of your HR from the perspective of “running a business” , not “ running a
charity”
Dr Anis Amira Ab Rahman 2015
A Second Caveat…
Your HR Strategy must align with your business model and align with organizational
values
Dr Anis Amira Ab Rahman 2015
SOCIAL ENTERPRISE MODELS
What if you were a …
Product-based Social Business..
Tethered Social Business..
Employment- based Social Business..
Accessibility - based Social Business..
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Product - Based
A business / business model that provides products or services with social benefit
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Employment - Based
Business that hires marginalized people in good employment opportunities.
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Tethered
An enterprise started by a charity or on-profit that generates revenue for the organization
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Accessibility - Based
A business that maintains a purposely low profit margin to make their products accessible
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OTHER HR CONSIDERATIONS…
Who / What do you need?
How do you find the right people?
How do you define what they do?
How (and from where) do you pay them?
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RESOURCES
Business Model
Human Resources
High performance
Social Enterprise
Why human resource important?
What are the challenges?
What are the high performance social
enterprise?
Dr Anis Amira Ab Rahman 2015
Business Model
RESOURCES
Human Resources
High performance Social Enterprise
TraitsRoles
Style
MotivationSkills
Leadership
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TRAITS
Charismatic – special charm that inspires fascination or devotion in others
Convincing - convince other to see their point of view
Credible – followers willing to put trust because of leader honesty, trustworthy & integrity
Capable – skilled, talented, excellent at what they do. Inspiring those to achieve their own high standards
Visionary – able to paint a compelling picture of the future and communicate it
Focused - ability to focus their attention on specific goals while excluding distractions from other sources
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MOTIVATION : REWARD
Match the reward to the person
Match the reward to the achievement
Be timely and specific
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MOTIVATION : BEST REWARD
A verbal thank you for a job well done
A letter of recommendation
A good performance evaluation
A career – related gift or training
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WORST REWARD
Additional work
Being fired or laid off
T- shirt or clothing
No recognition or being ignored
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THE NATURE OF HIGH PERFORMING
Individuals understand the business
Individuals are rewarded according to the success of the business
Employees are able to influence important organizational decision
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CONDITIONS
I know what is expected of me at work
I have the materials and equipment I need to
do my work right
At work, I have the opportunity to do what I
do best every day
In the last seven days, I have received
recognition or praise for doing good work
Dr Anis Amira Ab Rahman 2015
My supervisor, or someone at work, seems to
care about me as a person
There is someone at work who encourage my
development
At work, my opinion seem to count
The mission/purpose of my company makes
me feel my job is important
Dr Anis Amira Ab Rahman 2015
My associates are committed to doing quality
work
I have best friend at work
In the last six months, someone at work has
talked to me about my progress
This last year, I have had opportunities at
work to learn and grow
Dr Anis Amira Ab Rahman 2015
CONCLUSION
RESOURCEFUL
Dr Anis Amira Ab Rahman 2015
REFERENCES http://www.slideshare.net/soaim/resource-based-
view-of-firm?qid=65dd6d92-6ba4-4ff5-817d-4b17b0db423e&v=default&b=&from_search=2
http://www.slideshare.net/socialentrepreneurship/entr4800-class-9-managing-for-social-impact?qid=407f9705-6939-4a42-82a1-ecaacfe4cd50&v=default&b=&from_search=2
http://www.slideshare.net/socialentrepreneurship/07-entr-aps-1015-h-class-7-business-model-considerations-for-social-enterprise?qid=ad96cbb9-33e3-4b75-a965-6f23d22dbbdc&v=qf1&b=&from_search=4