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==Characteristics ==
Bill Drayton founded Ashoka in 1980, an organization which supports local social entrepreneurs. Drayton tells his employees to look for four qualities: creativity, entrepreneurial quality, social impact of the idea, and ethical fiber.<ref>{{cite book|last1=Bornstein|first1=David|title=How to Change the World|date=2007|publisher=Oxford University Press|location=New York|isbn=978-0-19-533476-0|pages=[https://archive.org/details/howtochangeworld00born_0/page/121 121–122]|url=https://archive.org/details/howtochangeworld00born_0}}</ref> Creativity has two parts: [[Goal setting|goal-setting]] and [[Problem solving|problem-solving]]. Social entrepreneurs are creative enough to have a vision of what they want to happen and how to make that vision happen.<ref>{{cite book|last1=Bornstein|first1=David|title=How to Change the World|date=2007|publisher=Oxford University Press |location=New York|isbn=978-0-19-533476-0|pages=[https://archive.org/details/howtochangeworld00born_0/page/124 124]|url=https://archive.org/details/howtochangeworld00born_0}}</ref> In their book ''The Power of Unreasonable People,'' John Elkington and Pamela Hartigan identify why social entrepreneurs are, as they put it, unreasonable. They argue that these men and women seek profit in social output where others would not expect profit. They also ignore evidence suggesting that their enterprises will fail and attempt to measure results which no one is equipped to measure.<ref>{{cite book|last1=Elkington|first1=John|title=The Power of Unreasonable People |date=2008|publisher=Harvard Business Press|location=Boston|isbn=978-1-4221-0406-4|pages=[https://archive.org/details/powerofunreasona0000elki/page/15 15–19]|url=https://archive.org/details/powerofunreasona0000elki}}</ref> About this, the [[Schwab Foundation for Social Entrepreneurship|Schwab Foundation]] says that entrepreneurs have "A zeal to measure and monitor their impact. Entrepreneurs have high standards, particularly in relation to their own organization's efforts and in response to the communities with which they engage. Data, both quantitative and qualitative, are their key tools, guiding continuous feedback and improvement."<ref>{{cite web|title=What is a Social Entrepreneur?|url=http://www.schwabfound.org/content/what-social-entrepreneur|website=Schwab Foundation for Social Entrepreneurs|access-date=28 October 2016}}</ref> Ashoka operates in multiple countries.
Entrepreneurial quality builds from creativity. Not only do entrepreneurs have an idea that they must implement, they know how to implement it and are realistic in the vision of implementing it. Drayton says that, "Entrepreneurs have in their heads the vision of how society will be different when their idea is at work, and they can't stop until that idea is not only at work in one place, but is at work across the whole society."<ref>{{cite book|last1=Bornstein|first1=David|title=How to Change the World|date=2007|publisher=Oxford University Press|location=New York|isbn=978-0-19-533476-0|pages=[https://archive.org/details/howtochangeworld00born_0/page/124 124–126] |url=https://archive.org/details/howtochangeworld00born_0}}</ref> This manifests through a clear idea of what they believe the future will look like and a drive to make this come true. Besides this, entrepreneurs are not happy with the status quo: they want healthy change.<ref>{{cite book |last1=Elkington|first1=John|title=The Power of Unreasonable People|date=2008|publisher=Harvard Business Press|location=Boston |isbn=978-1-4221-0406-4 |pages=[https://archive.org/details/powerofunreasona0000elki/page/11 11–13]|url=https://archive.org/details/powerofunreasona0000elki}}</ref> This changemaking process has been described as the creation of market disequilibria through the conversion of antagonistic assets into complementarities.<ref>{{cite journal |last1=Hockerts |first1=K. |year=2015 |title=How hybrid organizations turn antagonistic assets into complementarities |journal=California Management Review |volume=57 |issue=3| pages=83–106 |doi=10.1525/cmr.2015.57.3.83 |s2cid=154538481}}</ref><ref>{{cite book|last1=Komatsu|first1=T.|title=Finance and Economy for Society: Integrating Sustainability |year=2016|isbn=978-1-78635-510-2|series=Critical Studies on Corporate Responsibility, Governance and Sustainability|volume=11 |pages=315–347 |chapter=Social Innovation Business Models: Coping with Antagonistic Objectives and Assets|doi=10.1108/S2043-905920160000011013}}</ref>
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==Role of technology==
The Internet, [[social networking websites]] and [[social media]] have been pivotal resources for the success and collaboration of many social entrepreneurs.<ref>Malecki, E. J. (1997). Technology and economic development: the dynamics of local, regional, and national change. ''University of Illinois at Urbana-Champaign's Academy in Entrepreneurship''.</ref> In the 2000s, the Internet has become especially useful in disseminating information to a wide range of like-minded supporters in short amounts of time, even if these individuals are geographically dispersed. In addition, the Internet allows for the pooling of design resources using [[open source]] principles. Using [[wiki]] models or [[crowdsourcing]] approaches, for example, a social entrepreneur organization can get hundreds of people from across a country (or from multiple countries) to collaborate on joint online projects (e.g., developing a [[business plan]] or a [[marketing]] strategy for a social entrepreneurship venture). These websites help social entrepreneurs to disseminate their ideas to broader audiences, help with the formation and maintenance of [[business networks|networks of like-minded people]] and help to link up potential investors, donors or volunteers with the organization. This enables social entrepreneurs to achieve their goals with little or no start-up capital and little or no "[[brick and mortar]]" facilities (e.g., rented office space). For example, the rise of [[open-source appropriate technology]] as a [[sustainable development]] paradigm enables people all over the world to collaborate on solving local problems, just as [[open source software]] development leverages collaboration from software experts from around the world.
<ref>{{Cite journal |last=Meri |first=Mohamed meri |title=Social Entrepreneurs Culture in Societies and Business-Paper.docx |url=https://www.academia.edu/33728525/Social_Entrepreneurs_Culture_in_Societies_and_Business_Paper_docx}}</ref> The [[COVID-19 pandemic]] and the need to physically distance has further increased the significance of technologies for social ventures.<ref>{{Cite journal|date=2021-06-01|title=Crises and entrepreneurial opportunities: Digital social innovation in response to physical distancing|journal=Journal of Business Venturing Insights|language=en|volume=15|pages=e00222|doi=10.1016/j.jbvi.2020.e00222|issn=2352-6734|doi-access=free|last1=Scheidgen |first1=Katharina |last2=Gümüsay |first2=Ali Aslan |last3=Günzel-Jensen |first3=Franziska |last4=Krlev |first4=Gorgi |last5=Wolf |first5=Miriam }}</ref>
==Public opinion==
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