تدوین راهبرد برای توسعه کارآفرینی اجتماعی

کارآفرینی اجتماعی به‌عنوان یک نوع کارآفرینی جامعه‌محور که با رویکرد کارآفرینانه به‌دنبال رفع نیازهای اجتماعی جامعه است، شایان توجه بسیاری از افراد در جوامع دانشگاهی قرار گرفته است. با توجه به اینکه تلاش دولتمردان و اقدامات بشردوستانه و عملکرد نهادهای بخش اجتماعی به‌طور کامل پاسخگوی انتظارات نیست، برای توسعه الگوها و روش‌های نوین به کارآفرینی اجتماعی نیاز است. هدف از پژوهش حاضر، تدوین راهبرد برای توسعه کارآفرینی اجتماعی در حوزه‌های مختلف برای ایجاد تغییرات اجتماعی است. این پژوهش ازنظر هدف، کاربردی و ازنظر ماهیت و روش توصیفی بوده است و جامعه آماری تحقیق را خبرگان، کارآفرینان، کارآفرینان اجتماعی و افراد فعال در حوزه‌های اجتماعی تشکیل می‌دهد که با روش نمونه‌گیری غیراحتمالی گلوله برفی و با مصاحبه با 15 نفر اشباع نظری حاصل شده است. نتایج یافته‌های تحقیق پس از تهیه ماتریس‌های ارزیابی عوامل داخلی و خارجی نشان می‌دهند کارآفرینی اجتماعی در منطقه پنج از ماتریس ie یعنی حفظ و نگهداری وضع موجود قرار دارد و سه راهبرد برتر در ماتریس qspm با عناوین ایجاد سازمان‌های مردم‌نهاد (ngo) برای حمایت از کارآفرینی اجتماعی، آموزش کارآفرینی اجتماعی از سطوح پایین تحصیلی و ایجاد بنیاد کارآفرینی اجتماعی در دانشگاه‌ها برای توسعه کارآفرینی اجتماعی در اولویت قرار گرفتند.

developing a strategy for the development of social entrepreneurship

introductionin recent years, the role of social entrepreneurship has increased significantly as a result of the weak efficiency of government institutions in improving living standards in different social sectors. accordingly, the advantage of social entrepreneurship is focused on the less dependence of companies on financial markets and the less impact of financial crises on them (palacios-marqués et al., 2019). the concept of social entrepreneurship lies in the creation of social value and the question of what innovative methodologies, services, or products are chosen to create social change. most of the social movements are managed by individuals and business groups only to improve the lives of the poor; however, social entrepreneurship is created to create a link between human, social, and sustainable development in societies (zajda et al., 2023). for the development and expansion of social entrepreneurship in for-profit and non-profit organizations, there are many influential factors and actors. the most important actors of social entrepreneurship success include leadership, planning of social organizations, community interaction, innovative financing, human capital, legal support, and marketing of social organizations (satar & john, 2019). meanwhile, factors such as the role of entrepreneurs, networks, and government support are also very influential in the success and sustainability of social entrepreneurship (bonfanti et al., 2024). considering the importance of social entrepreneurship in creating productive employment and sustainable wealth, as well as the focus of this field on creating a continuous income stream with minimum reliance on voluntary contributions, this research seeks to answer the question, what are the main factors and actors of social entrepreneurship? and what are the appropriate strategies for the development of social entrepreneurship? research methodologythe current research is applied in terms of purpose, descriptive in terms of nature and method, and qualitative in terms of approach; therefore, the data collection tool in this research is an exploratory interview. the statistical population of this research includes experts, university professors, entrepreneurship lecturers, entrepreneurs, social entrepreneurs, social activists (ngos), managers of charity organizations, and all those who are active in social fields, which are included in a non-probable snowball method. and based on the rule of saturation, 15 people have been selected. in this research, fred r. david’s framework, which has three stages, is used for the analysis and formulation of strategies. the first stage, called input, in which the main information needed to develop strategies is specified, includes two internal factors evaluation matrix (ife) and external factors evaluation matrix (efe). in the second stage, called the comparison stage, various types of possible strategies are explained, and for this purpose, a kind of balance is established between internal and external factors. the tools of this stage include the threats, opportunities, weaknesses, strengths (swot) matrix, and the internal and external (ie) matrix. finally, the third stage, called the decision stage, uses the quantitative strategic planning matrix (qspm). in the said matrix, the information provided in the first step is used so that the types of applicable strategies identified in the second step can be evaluated objectively without applying personal opinion. it is worth mentioning that in this research, the triangulation method was used to check the validity of the research findings.