Community–Led Social Venture Creation
基于五个社区主导的非营利社会企业的质性研究，提出了包含六个阶段的创建模型，并指出正式与定制化支持网络的作用，对政策制定者和实践者识别关键阶段与援助需求有参考价值。
The addition of new enterprises to the economy has long been considered essential to economic growth. The process of venture creation in the private sector has been heavily researched and frequently modeled, although few models explain the process of nonprofit enterprise creation. Nonprofit social ventures pursue economic, social, or environmental aims, generating at least part of their income from trading. They fill market gaps between private enterprise and public sector provision, and, increasingly, policy makers consider them to be valuable agents in social, economic, and environmental regeneration and renewal. This article presents findings from a qualitative study of the inception of five community–led nonprofit social ventures, producing a model of the stages of venture creation: (1) opportunity identification, (2) idea articulation, (3) idea ownership, (4) stakeholder mobilization, (5) opportunity exploitation, and (6) stakeholder reflection. A formal support network and a tailor–made support network are also part of the model, contributing resources to the new venture and assisting progression through the stages. The model highlights the resource acquisition and network creation that precede formal venture creation. In the nonprofit sector, these activities are undertaken by volunteers who do not have a controlling interest in the new venture. For practitioners, the model identifies critical stages in the process of community–led social venture creation and two areas where assistance is most needed: pre–venture business support and postcreating effective networks.