Titlebook: Scaling Social Impact; New Thinking Paul N. Bloom (Adjunct professor of Social entrepr Book 2010 Palgrave Macmillan, a division of Nature A

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Introduction & Co. consultant and government official, publicly asked why enterprise couldn’t be used to solve social problems. He began to build a global organization—Ashoka—to put such an approach in place. William C. Norris, the thoughtful founder of the Control Data Corporation, an early mainframe computer

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To Control or Not Control: A Coordination Perspective to Scaling received increasing attention over the past few years. A number of scholars adopt a strategic perspective and investigate the mechanisms to scale social . (Bradach, 2003; Oster, 1996), while others argue that scaling organizations is not necessarily sufficient to scale . (Uvin, 1995; Wei-Skillern a

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Enamored with Scale: Scaling with Limited Impact in the Microfinance Industryely 150 million clients and continues to grow, even through the economic downturn. In part, this growth is made possible by the very nature of microcredit—it is a service that clients both need and are able to purchase, enabling donated funds to be recycled many times. In addition, the industry as a

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Moving from Loose Global Associations to Linked Geographic Networkscess, these organizations have been able to grow dramatically. This chapter takes stock of the “integrator” approach—demonstrating how it works, exploring the reasons for its emergence, and discussing the pros and cons of becoming an integrator. (Box 6.1 provides definitions of the terms associated

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Whose Change are We Talking About? When Multiple Parties and Multiple Agendas Colliden fact, it was not until 1991 that the term “social entrepreneur” was first used in the academic literature (Waddock and Post, 1991). Since that time, scholarly interest in social entrepreneurship has increased, but “with minimal progress in theory development” (Short et al., 2009: 168). In response