HOW TO INNOVATE SOCIALLY? A STUDY TO ANALYZE THE RELATIONSHIP BETWEEN ENTREPRENEURAL COMPETENCIES AND INNOVATIVE BEHAVIORS OF SOCIAL ENTREPRENEURS Oktay Koc Cagla Yavuz Çanakkale Onsekizmart University, Turkey Abstract Purpose - The purpose of this study is to examine the concept of social entrepreneurship in the context of social entrepreneurial competencies and also innovative behaviors of social entrepreneurs. Design/methodology/approach - Stranding on competency approach, social entrepreneurs‟ entrepreneurial competencies and innovative behaviors are examined. Data is collected from social entrepreneurs who are fellows of Ashoka Foundation-Turkey through web based survey method. Descriptive statistics and correlation analysis are used as statistical methods. Findings - There is high rated linear and positive correlation between entrepreneurial competencies and individual innovative behaviors. Additionally, high level of education and having someone with experienced in social entrepreneurship fields in family affects individuals positively to become a social entrepreneur. Research limitations - Limited by inadequate sample and additionally, entrepreneurial competencies of social entrepreneurs are evaluated in the context of entrepreneurial role rather than entrepreneurs‟ managerial and functional role. For further studies, evaluating all social entrepreneurs who are chosen successful by various organizations would help us to conclude more reliable assessment of their profiles. Social Implications - This study draws attention to importance of social entrepreneurs in solving social problems, besides this, education in social entrepreneurship for social awareness and to acquire required competencies to be social entrepreneur. Originality/value - Important step to enhance our theoretical understanding of the phenomenon of social entrepreneurs‟ competencies and innovative behaviors. Additionally, in this regard includes Turkish social entrepreneurs‟ profile. Key words: Social Entrepreneurs, Entrepreneurial Competencies, Individual Innovative Behaviors Paper type: Research paper Introduction Because of its critical role on social welfare and development, social entrepreneurship has been discussed by many researchers (e.g. Alvord et al.,2004; Certo and Miller,2008; Peredo and McLean,2006; Sharir and Lerner,2006). During the process of social entrepreneurship, especially the social entrepreneurs, who initiate this process with observing and analyzing needs, have a vital importance to create social benefit through “providing to answer social problems and needs, whether educational, welfare, environmental or health related (www.ashoka.org.com).” Many researchers have been performed on the factors influencing social entrepreneurs‟ behaviors motivating them to initiate social enterprise. In determining entrepreneurs‟ behavioral motivations, some researchers have considered the role of social and cultural structures (Bygrave and Minniti, 2000; Chell,1986; Mueller and Thomas,2000), while it is examined by considerable amount of researchers through personality approach including demographical and personality traits of entrepreneurs (Kümbül Güler,2008). In demographical context, growing evidence suggests that age (Le´vesque and Minniti,2006; Prabhu,1999), gender (Verheul et al.,2004), education (Babalola,2009; Dees et al., 2001) and previous work experience (Robert and Bukodi,2000) are crucial factors influencing entrepreneurial behaviors. Additionally, a large number of empirical studies, focus on traits approach, assume that there are distinct traits such as locus of control (Rotter 1966), need to achieve (McClelland,1961) risk taking (Carland et al.,1995); opportunity recognition (Shane and Venkataraman,2000) that distinguish entrepreneurs from one of none. However, the personality traits approach has been criticized owing to inadequacy in explaining the relationship between traits and behaviors. For example, Sullivan Mort et al. (2003) note that traditional trait-based „born entrepreneur‟ approaches are inadequate to capture the characteristics of social entrepreneurs. Similarly, Gartner (1988) mentions the fruitlessness of traits approach and implies that researchers should focus on „what the entrepreneur does and not who the entrepreneurs do‟. He emphasizes that researchers should be interested in entrepreneurs‟ acts, not entrepreneurs‟ personality. More recently, according to these critics, many researchers have advocated the competency approach which encompasses the trait approach and clarifies the entrepreneurs‟ long term behaviors and successes (e.g. Ahmad,2007; Chandler and Jansen,1992; Lau et al.,1999; Man and Lau 2000; Man et al.,2002; Stuart and Lindsay,1997). Man et.al (2002:131) points out that “this approach is a response to the need for longlasting individual characteristics leading to success, rather than simply skills and abilities”. In this case, evaluating entrepreneurs in terms of their competencies would be more appropriate to clarify their entrepreneurial behaviors and successes. In examining required competencies for successful behaviors of entrepreneurs, it is crucial to understand roles of entrepreneurs (Chandler and Jansen,1992). It is suggested in the literature that entrepreneurs are engaged in three important roles such as entrepreneurial role, managerial role and functional or technical role, and each of them requires various competencies. (Ahmad,2007; Chandler and Jansen,1992). In this paper, stranding on competency approach, social entrepreneurs are investigated in terms of their entrepreneurial roles and required competencies - strategic, conceptual and opportunity recognition (Ahmad et al.,2010)- as determinants of individual innovative behaviors. We focused on the entrepreneurial role of social entrepreneurs, since it is the most crucial role which discerns entrepreneurs from managers. Additionally, entrepreneurial intent, strategic thinking, recognizing unmet needs are the first and most crucial steps in initiating social enterprise. Therefore, this study is designed to clarify the social entrepreneurship concept in the context of social entrepreneurial competencies and social entrepreneurs‟ innovative behaviors. Finally, in this paper, firstly, theoretical considerations concerning concept of social entrepreneurship, besides social entrepreneurs‟ entrepreneurial competencies and innovative behaviors are reviewed. Afterwards, research methodology of this study is presented. Following to this, analysis and findings are presented; finally discussions, conclusions and some social implications are included. Literature Review The literature review here is intended to offer pertinent clarification of the key concept in social entrepreneurship by discussing from different perspectives such as entrepreneurial competencies and characteristics of social entrepreneurs, besides entrepreneurial competencies, innovative behaviors, and relation between them. Social Entrepreneurs and Social Entrepreneurship Concept It is the frequently repeated fact that social entrepreneurship phenomena are not new. There are various familiar examples from the past which of them share common purpose of social value. To exemplify, Grameen bank was founded in 1983 by Muhammad Yunus to provide millions of people around the globe to access small loans (www.grameenfoundation.org), Hull House was settled by Jane Adams in 1889 as a center for social reform to help poor people (www.hullfamilyhome.org) and Ashoka was founded by Bill Drayton in 1980 to provide funds for social entrepreneurs (www.ashoka.org). On the other hand, recently, social entrepreneurship became more comprehensive with the researches on different fields such as economy-education, and in different sectors like, non-profit, private and public sectors (Roper and Cheney, 2005). Growing evidences have shown that social entrepreneurship may develop in either the profit sector, such as in social purpose commercial ventures (Campbell,1998; Dees and Anderson,2003; Emerson and Twersky,1996) and corporate entrepreneurship (Austin et al., 2004; Austin and Reficco,2009), or in the non-profit sector (Dees,1998; Sullivan Mort et al., 2003; Thompson, 2002). Indeed, as Austin et al. (2006) also imply, social entrepreneurship may take place in various context. From socialpurpose commercial ventures‟ aspect, an emerging social innovation is seen as a business opportunity and turned into a commercial tool for making profits (Hockerts,2006) and besides this finally social benefit. Additionally, in corporate social entrepreneurship, more than traditional philanthropy and corporate social responsibility is required, corporation take much more strategic and innovative approach to accelerate organizational transformation for better social benefits (Austin and Reficco,2009; Austin et al.,2004). However, in non-profit sector, social entrepreneurship is often understood as networks for social entrepreneurs and venture philanthropy that have a clear social mission such as Ashoka and Schwab Foundation (Hockerts,2006). Thus, it is important to note that, as Thompson (2002) also implies, although social entrepreneurship is in evidence in many profit-seeking business, the “main world of social entrepreneur is the voluntary sector”. As it is seen at the below given Figure, social entrepreneurship‟ sector is located at the intersection of three main sectors. Because from some aspects, social entrepreneurship requires to collaborate with government, on the other hand it also needs to provide some contributions or supports of private enterprises, beside this, needs to work in cooperation and coordination with voluntary organizations. Figure 1: Location of Social Entrepreneurship (Leadbeater,1997) Public Sector Private Sector Voluntary Sector The social entrepreneurship sector As a result, today, Dees (1998) also notes that social entrepreneurship means different things to different people. In defining social entrepreneurship, Martin and Osberg (2007) primarily classify social ventures according to their nature (direct, indirect) and outcome (extant or new) as a social service provision, social activism and social entrepreneurship. In this classification social entrepreneurs have direct impact and generate a new and sustained equilibrium. Similarly, Zahra et al. (2009) identify three types of social entrepreneurs: Firstly, while Social Bricoleurs usually focus on discovering and addressing small-scale local social needs, secondly, Social Constructionists typically exploit opportunities and market failures by filling gaps to underserved clients in order to introduce reforms and innovations to the broader social system, and finally, Social Engineers recognize systemic problems within existing social structures and address them by introducing revolutionary change. As it is seen from definitions, although the concept of social entrepreneurship varies due to its impact area and its outcomes, it is essential that social entrepreneurship satisfies unmet needs providing social benefits to disadvantaged groups a whole. Moreover, Leadbeater (1997) also emphasizes that in the short run, while social entrepreneurs bring considerable benefits to the economy by creating jobs, generating output or saving on public spending; in the medium run, they are crucial for the welfare of the state and in the long run, they mobilize their ability to create and invest social capital. On the other hand, in addressing the question of „what differs social entrepreneurship from commercial entrepreneurship?‟, authors (e.g. Austin et al.,2006; Prabhu,1999) are agree that mission, performance measurement and resource mobilization are different in social entrepreneurship comparing to the commercial entrepreneurship. While creating social value in social mission is essential in social entrepreneurship, private gains are primarily purpose of commercial entrepreneurship. Additionally, in commercial entrepreneurship, performance is typically measured in terms of financial performance. However, performance measures for social entrepreneurship are less standardized and more idiosyncratic to the particular organization. Moreover, human and financial resource mobilization is different in social and commercial entrepreneurship. Social entrepreneurs often rely heavily upon a range of funding sources including individual contributions, foundation grants, member dues, user fees, and government payments (Austin et al., 2006). Moreover, social entrepreneurial organizations face competition largely for funds, people and other resources; however an economic entrepreneurial organizations usually face competition primarily for resources and as a raw materials and at lesser degree for suppliers of similar or substitute products or services (Prabhu,1999). To better understand, Sullivan Mort et al. (2003) conceptualized the social entrepreneurship as a multidimensional construct reflecting the key operational characteristics of nonprofit sector that consist of four dimension: entrepreneurially virtuous to create better social value; judgment capacity to coherent unity of purpose and action in the face of complexity; social opportunity recognition to create a better social value; risk tolerance, proactiveness and innovativeness. Premising on the complex nature of social entrepreneurship, not a single dimensional conceptualism, their model clarifies various process of social entrepreneurship that provides discerning social entrepreneurship from commercial entrepreneurship more clearly. Because of their critical role in the social entrepreneurship process, some scholars focused on social entrepreneurs and consider social entrepreneurship process in individual level (Kümbül Güler,2008; Leadbeater,1997; Plater and Zyberk,2005; Prabhu,1999; Thompson et al.,2000; Thompson,2002). In explaining „What does it take to be a social entrepreneur? Dees (1998:4) emphasizes that social entrepreneurs play the role of change agents in the social sector, by: • Adopting a mission to create and sustain social value (not just private value), • Recognizing and relentlessly pursuing new opportunities to serve that mission, • Engaging in a process of continuous innovation, adaptation, and learning, • Acting boldly without being limited by resources currently in hand, • Exhibiting a heightened sense of accountability to the constituencies served and for the outcomes created. Additionally, Leadbeater (1997) draws attention to 3 characteristics of social entrepreneurs that is critical to be social entrepreneur: entrepreneurial, innovative and transformatory. To him, social entrepreneurs use under-utilized, discarded resources, create new services, products, and new ways of dealing with problems, additionally they transform the institutions and their environment. Plater and Zyberk (2005) determine 12 characteristics of social entrepreneurs in his biographic case studies, these characteristics are resistance to formal education, restlessness, strong influence, spiritual identity, experience as an outsider, pivotal life moments, entrepreneurial approach to problem solving, pro-risk opportunistic tendency, self determined goals, strong support network and self-confidence. Similarly, in a very thought-provoking article, Thompson (2002), in his article analyzing what social entrepreneurs do and achieve at the wide scope of their world by case studies, defines four requirements of true social entrepreneurs: -envisioning refers to clarifying a need, gap and opportunity; -engaging refers to engaging the opportunity with a mind to doing something about it; enabling refers to ensuring something happens by acquiring the necessary resources, such as people and money; -enacting refers to championing and leading the project to a satisfactory conclusion. He considers social entrepreneurs as one species in the genius entrepreneur and implies importance of providing all these requirements for successful social entrepreneurship. Entrepreneurial Competencies of Social Entrepreneurs In the literature entrepreneurial competencies are defined as the total ability of the entrepreneur encompassing personality traits and skills to perform a job role successfully (Boyatzis,1982; Man et al., 2002). In more specifically, the definition of Boyatzis (1982) consists of five types of competencies characteristics including motives, traits, self-concept, knowledge and skills. Therefore, that is to say, competencies include various aspects of individuals and in this regard provide clear assessment about what individual can do and how individual reflects it to their behaviors that would be primer determinant of the success. Similarly, Mitchelmore and Rowley (2010) also points out, competency is a class of things that can be used to characterize individuals and their behaviors. General trend of literature also (e.g. Ahmad,2007; Baum et. al.,2001; Man and Lau 2000) shows that entrepreneurs‟ competencies are vital for the success of businesses. Furthermore, not only for the commercial entrepreneurs but also social entrepreneurs who are “special breed of entrepreneur” (Dees,1998:6), are also need to have various competencies for creating the optimum value of social enterprises. Essentially, entrepreneurs‟ competencies in various areas would affect success of initiation, management and sustainability of social enterprise process. Because, social entrepreneurs define problems and causes underlying them, observe social structure in terms of economic, cultural etc., think strategically to draw attention of society and government to these problems in various ways such as using media for required resources, and establish linkage among disadvantaged groups, volunteers and others. It is also notified that some authors (e.g. Chandler and Jansen 1992; Georgellis et. al., 2000; Martin and Staines,1994; McGee and Peterson,2000; Snell and Lau,1994; Thompson et.al, 1997; Winterton,2002) identified competency areas from various aspects. For example, Chandler and Jansen (1992) identify five competency areas such as ability to recognize opportunities, political, competency drive to see venture through to fruition, human/conceptual competency, and technical competency. Martin and Staines (1994) consider two important competencies: personal competency, managerial and technical competency. Additionally, Winterton (2002) evaluates cognitive competence which requires to tacit informal knowledge, as well functional and personal competency. However, that is to say, Ahmad (2007:28) notes that Man‟s (2001) model is the most comprehensive one, in which including eight competency areas such as opportunity, relationship, conceptual, organizing and leading, strategic, commitment, learning, and personal strength. Additionally, in the work of Ahmad et al. (2010) entrepreneurial competencies are integrated various roles of entrepreneurs including entrepreneurial, managerial and technical/functional which are mentioned by Chandler and Jansen (1992). To Ahmad et al.‟s (2010) work each role taken by entrepreneur requires various competencies to achieve the organization‟s goals. For example, entrepreneurial role is required to strategic, opportunity and conceptual competencies. The managerial role of entrepreneur is required for organizing and relationship competencies which is relevant to organizing resources including people, money, technology, facilities, equipments, materials and supplies information and technology to achieve organizational goal. Finally to accomplish functional/technical role which is relevant to entrepreneurs‟ knowledge on specific field, entrepreneurs‟ technical competency is required. In this study we focus on social entrepreneurs‟ entrepreneurial role due to its particular position in terms of allocating resources to create social value. Therefore, at first, it is necessary to clarify entrepreneurial role in context of its building stones such as conceptual, opportunity recognition and strategic competency (Ahmad,2010). When competencies relevant to entrepreneurial role is analyzed deeply, conceptual competency refers to “different conceptual abilities which are reflected in the behaviors of entrepreneurs, such as decision skills, absorbing and understanding complex information, risk taking, and innovativeness”(Man et al.,2002:132). Similarly, Chandler and Jansen (1992:226) identify conceptual competency as “mental ability to coordinate all of the organization‟s interests and activities”. In line with this, conceptual competency allows entrepreneurs to do things in different ways that would create value (Thompson et al., 1997). Essentially, social entrepreneurs establish relationships between events, social problems, issues and problem solving ways through their mental ability. At this point, being high level educated and/or experienced is important to capture and analyze relationships, to find where the problem stem from, to provide solutions to complex problems and issues. As mentioned before, entrepreneurial role which is premised in this paper, requires conceptual competencies. Regarding to conceptual competency, social entrepreneurs make effective decisions to provide service and support for disadvantaged groups and establish all of social activities on these decisions. At this point, it is fair to say that these decisions should be consistent, objective and purpose oriented in determining field of activity, and allocating, organizing, and evaluating resources. Success of these activities is related to entrepreneurs‟ decision-making ability. For example, Prof. Dr. Mustafa Sarı, who is the President of Association of Nature Observers, foreseen that the yellow pearl mullet fishes are in danger of extinction which is only found in lake of Van, and in this context he established Association of Nature Observers as the social enterprise for the generation of this type of fish. As a result of this decision and activities, in this parallel he was chosen the “Entrepreneur of the Year” by Ashoka Foundation in 2007. In dealing with social problems, social entrepreneurs should be ambitious to improve new ideas providing huge changes, and to take risk in every step of social enterprise that is relevant to conceptual competency of social entrepreneur. It is noteworthy example in understanding risk groups undertaken by social entrepreneurs that interruption of support and services to an individual with HIV would lead them to undesirable situations (Koc, 2009). In this case, caution however needs to be taken by social entrepreneurs that they should breast risks occurring in every step of social entrepreneurship process from deciding types of enterprise, bringing resources together to ensure sustainability. On the other hand, opportunity competencies are relevant to “recognizing and developing market opportunities through various means” (Man et al.,2002:132). Entrepreneurs have the ability to seek, develop, and assess high quality opportunities that are available in the market (de Koning,2003). Their ability in accessing valuable resources for organization is a reflection of recognizing opportunities (Kirzner,1973). In this framework, while commercial entrepreneurs primarily focus on economic returns; social entrepreneurs seek opportunity for social returns (Austin et al.,2006). Accordingly, social entrepreneurs see what the others do not see with the motive of social awareness, create new opportunities, and improve new systems. They observe, analyze and then explore social issues that are related to disadvantaged groups. Additionally, they look for opportunities for funds; for example, they follow allocated resources of various fund agencies, evaluate the incentives provided by public administrations, and for this aim motivate public administration. In this regard, it can be said that Universal Giving is a significant example in explaining opportunity competencies. Universal Giving is a web-based marketplace that helps people give and volunteer with the top-performing, vetted projects all over the world and aims to attract people to donate more. For this purpose Universal Giving has been profiled on CBS and FOX Business Network, and has also been featured in BusinessWeek, WomenEntrepreneur.com, Oprah.com, NBC News, Christian Science Monitor, New York Times, Financial Times, CNNMoney.com and Change.org. (www.universalgiving.org). Through various channels, Universal Giving tries to attract more people‟ attention for more donation. Lastly, strategic competencies are related to “setting, evaluating and implementing the strategies of the organization (Man et al.,2002:132)”. Social entrepreneurs do strategic planning, policy making, hire people and provide them mentorship (Prabhu 1999). It is expected from social entrepreneurs to design and implement strategies for arousing awareness in the community, as well for sustaining supports of interest groups. For example, they should monitor strategies for motivating public administration to looking for solutions to social problems. Additionally, collaborating with different groups such as media to reach large segments of society requires strategic competency, since it is related to know how to draw attention of media. For example, Arzum Meleksoy, who is a social entrepreneur chosen successful by Ashoka FoundationTurkey, provides internet platform and community network to individuals and businesses to work together to support the most innovative social organizations. Her initial strategy was to direct online shoppers through her internet portal in a way that online shoppers donate a small percentage of their shopping bill to an organization of their choice. She contacted large online shopping websites such as Amazon in the United States, Franc in France, and an e-store in Turkey to sign affiliation agreements that allow her to put links to their websites from her website. She then developed an e-card fundraising strategy. E-cards are electronic gift cards that can be sent through email much like a thank-you or birthday card is sent through postal mail. Arzum worked with free designers and well-known artists to design a variety of e-cards for various occasions. Then, she approached companies in Turkey to sponsor the e-cards. In exchange for a small logo on the e-card, each company (for example, British Petroleum) would donate money to the Turkish citizen organizations of the e-card sender‟s choice. Since her e-card strategy was launched in 2004, half-dozen large businesses have agreed to sponsor e-cards, including British Petroleum, Yapı Kredi Bank, and Sodexho. Citizen organizations in Turkey realize the value of being listed on her website and have pushed to be included, assuming they fit Arzum‟s strict criteria as nonpartisan, nonreligious, and transparent. Today, many organizations that have a history of not being cooperative find themselves under the same umbrella on Alisbagis.com (www.ashoka.org). Finally, it can be emphasized that social entrepreneurs‟ entrepreneurial competencies which are mentioned above are critical in terms of initiation and sustainability of social enterprise. Innovative Behaviors of Social Entrepreneurs Individual innovative behaviors are defined as the intentional behavior of an individual to create, introduce and/or apply new ideas, products, processes, and procedures to his or her work role, unit, or organization (West and Farr,1989). In this context, it should be implied that innovative behaviors of entrepreneurs are crucial determinant of successful enterprises such that the main element in Schumpeter‟s (1934) entrepreneurship definition is also innovation. To him, entrepreneurs should present to market a new system, product, process or an original composition of them. In his definition, he implies particularly the commercial entrepreneurial organizations which innovate primarily in the product/market and operations areas. Similarly to this, that is to say social entrepreneurial organizations may primarily innovate in developing new and more effective social change strategies, and strategies to change their environment (Prabhu,1999). Indeed, motivations of social entrepreneurs to innovate are different than commercial entrepreneurs; this difference is derived from various factors including primarily their mission as discussed before. Social entrepreneurs approach problems from different perspectives, try to find new ways, and to create alternative solutions to contribute solving social problems, and so they are known as “change makers” (Sharir and Lerner,2006). Consequently their innovative behaviors which are premised on definitions of social entrepreneurs are essential in social entrepreneurship process. For example, Dees (1998:5) mentions that “social entrepreneurs look for innovative ways to assure that their ventures will have access to resources as long as they are creating social value”. Additionally, Mair and Martin (2006) view social entrepreneurship as a process that catalyzes social change and addresses important social needs in a way and accordingly, they focus on innovative behaviors for social objectives. Furthermore, Austin et al. (2006) also imply “innovativeness and social value” in the definition of social entrepreneurship. Similarly, the Skoll Foundation, funding organization to social entrepreneurs, identifies social entrepreneurs as society‟s change agents: pioneers of innovation that benefit humanity (www.skollfoundation.org). Ashoka Foundation, premier organization that invests in social entrepreneurs, defines social entrepreneurs as individuals with innovative solutions to society‟s most pressing social problems (www.ashoka.org). It is also observed in all these examples that social entrepreneurs‟ innovating to create social value is essential in social entrepreneurship process. Considering measures of individual innovative behavior, while some researchers used one-dimensional (e.g. Basu and Green,1997; Scott and Bruce,1994; Scott and Bruce,1998; Janssen,2000; Kleysen and Street,2001), some of them developed and used multi-dimensional measures (e.g. Krause 2004; Dorenbosch et al.,2005). For example, Krause‟s (2004) measure has two dimensions: the generation and testing of ideas, and implementation.. Dorenbosch et al.‟s (2005) measure includes two dimensions: creativity oriented and implementation oriented behavior. Similarly, Kleysen and Street (2001) categorize five behaviors associated with individual innovation in line with the literature: opportunity exploration, generativity, formative investigation, championing, and application. However, they could not prove multi-dimensional construct of measure due to inadequate questioning and consequently in single dimensional construct 14 items provided the best fit. That is to say, their measure is most comprehensive one according to other one-dimensional measures, since it has constructed and hypothesized to be a multidimensional construct. Considering more detailed to behaviors associated with individual innovation may shed light on the capturing innovative behavior. Kleysen and Street‟s (2001) conceptualized innovative behaviors in line with the literature. Opportunity exploration as a first factor relate to innovative behaviors refers to “metaphor of travelling extensively through innovation opportunities in order to learn or discover more about them”. - The second factor, generativity refers to “behaviors directed at generating beneficial change for the purpose of growing organizations, their people, products, processes, and services”. –The third factor, formative investigation is concerned with giving form to and fleshing out ideas, solutions, and opinions and trying them out through investigation”. - The fourth factor relevant to innovative behavior is “championing which includes mobilizing resources, persuading and influencing, publishing and negotiating, challenging and risk taking”. -The five factor application “involves working at making innovations a regular part of business as usual” (Kleysen and Street,2001). Finally it can be supposed that social entrepreneurs try to create and/or find urgent and also effective solutions for chronic social inequalities or problems through their own innovative behaviors. The Relation between Entrepreneurial Competencies and Innovative Behaviors Because of vitally importance of innovation in entrepreneurship process, antecedents of innovative behaviors have been focus of some studies. For example, in individual level, Shalley and Gibson (2004) imply the importance of education and having specific knowledge for acquiring various skills that would encourage individuals to be curious about problems, options or ways of doing their work, accordingly acting innovatively. Similarly, in a very thought –provoking article, Seibert et al. (2001) imply the role of proactiveness in innovative behaviors. Additionally, individual‟s problem-solving style which refers to individuals‟ cognitive style that is relevant to conceptual competency (Man et al.,2002) is positively related to individual innovative behaviors (Scott and Bruce,1994;1998). Figure 2: Research Model Entrepreneurial Role Entrepreneurs’ Competencies -strategic -opportunity -conceptual Success of Social Ventures Entrepreneurs’ Innovative Behavior Addressing these concerns, model also points out that social entrepreneurs‟ innovative behaviors would be effective in success of enterprises, is closely relate to entrepreneurial competencies. Because as it mentioned in previous sections that knowledge, ability and experience of social entrepreneurs that are in frame of competencies, enable them to initiate and manage social enterprises. Simply, entrepreneurs aware of a need that is not being met, and improve some ideas about how it could be met in line with their competencies. At this point entrepreneurs‟ innovative behaviors, in other words, improving new ideas and pursuing new ways to contribute in solving problems and issues form basis of this process. As Schumpeter (1934) also implies for commercial entrepreneurs, there is closed relationship between entrepreneurship and innovation. Social entrepreneurs who aims to battle for social problems, also should apply innovation as a vital tool. Accordingly, it is fair to say that there is much closed relation between social entrepreneurship (in particular entrepreneurial competencies) and social innovativeness (innovative behaviors). Methodology Procedure and participants: Building on the theoretical constructs, we use measures to capture entrepreneurial competencies, innovative behaviors and demographical characteristics of social entrepreneurs. Sample set of this study consists of social entrepreneurs (N=25) who are fellows of Ashoka Foundation-Turkey. Questionnaires were sent to participants via web based survey method, and then conducted with them by phone. Additionally, the social entrepreneurs are reminded by phone and e-mails to complete questionnaires after sent. However, we can only reach 15 social entrepreneurs and data was collected from 8 participants of these 15 social entrepreneurs to analyze. If we look at the demographic characteristics of participants, half of them are female, and all social entrepreneurs held at least high school degree and approximately two third of them held bachelor degree. It is likely to say that although none of them have received formal entrepreneurship education, majority of them (%75) is university-trained/graduate. It is may be evidence that being well-educated related to interest areas would lead individuals to be successful in their career, and accordingly to be successful social entrepreneurs (Dees et al.,2001; Koc,2009). It is interesting to note that there are social entrepreneurs in the majority of participants‟ family (%63), and it shows that having someone with experienced in social entrepreneurship fields in family affects individuals positively to become a social entrepreneur. Additionally, most participants (%88) carry out also other social initiatives. Half of social entrepreneurs started up their enterprise between the ages of 21-30, and %25 of them started up enterprise under the age of 20. It may provide evidence to Prabhu‟s (1999) statement. He mentions that younger people may be more willing than middle-aged people to risk a few years for building a social venture, because they face greater risk in terms of career growth. Moreover, half of participants operate in national field, and most of social entrepreneurs (%75) have member more than 100. Measures and instruments: The questionnaire form can be summarized under three modules, which are: entrepreneurial competencies, individual innovative behavior and demographic characteristics questions. Entrepreneurial competencies:To capture entrepreneurial competencies of social entrepreneurs, we adapted the Ahmad‟s (2007) entrepreneurial competency questionnaire which is also adapted from the works of Chandler and Jansen (1992) and Man and Lau (2000). However for this research, we did not use all entrepreneurial competencies, only evaluated conceptual, opportunity and strategic competencies which refers to entrepreneurial role (Ahmad, 2010). We adapted 30 items of which 10 items represent conceptual, 7 items opportunity competencies and 13 items strategic competencies. Respondents indicate the importance of the items on a 5-point Likert scale. Individual innovative behaviors: To measure individual innovative behaviors of social entrepreneurs we adapted Kleysen and Street‟s individual innovative behaviors scale (2001). Respondents indicate the importance of the items on a 5-point Likert scale. The 1-5 Likert scale questions in the questionnaire aim to easily assemble qualitative information concerning entrepreneurial competencies, as well as innovative behaviors. Demographical Characteristics: Lastly, there are also open-ended questions in order to gather knowledge about their educational background and impact area, the age that they started to social enterprises, support of family for their initiating their enterprises and so on. Analyses and Findings: We use spearman correlation analysis to evaluate relationship between entrepreneurial competencies and individual innovative behavior. Because, it is known fact that spearman correlation coefficient is appropriate when there are two variables per object, both of which are measured on an ordinal scale and when the number of sample set is under 30 (Eymen,2007; Churchill,1996 cited from Nunnaly,1998). Table 1: Spearman Correlation Coefficient Spearman's rho inn_beh Ent_Comp inn_beh Ent_Comp Correlation Coefficient 1,000 ,970** Sig. (2-tailed) . ,000 N 8 8 Correlation Coefficient ,970** 1,000 Sig. (2-tailed) ,000 . N 8 8 **. Correlation is significant at the 0.01 level (2-tailed). At the Table 1, the correlation coefficient (0, 97) shows that there is high rated linear and positive correlation between entrepreneurial competencies and individual innovative behaviors. Discussion and Conclusion Our knowledge of social entrepreneurs is inadequate, as Prabhu (1999) also states. We attempted to evaluate role of individuals in social entrepreneurship process rather than a holistic assessment of this process. Additionally it can be asserted that social entrepreneurs have been examined generally through/by some case studies (e.g. Alvord et al., 2004; Spear, 2006; Thompson, 2002; Weerawardena and Sullivan Mort, 2006). Accordingly, it is expected that this research will contribute to the social entrepreneurship literature with empirical findings. However, because of difficulties in contacting with social entrepreneurs, we only could be in touch with 8 of them that show weakness of analysis of this study. Accordingly, while the view of social entrepreneurs put forward in this paper is far from complete in explaining entrepreneurial competencies and innovative behaviors due to inadequacy of data, we see it as an important step to enhance our theoretical understanding of the phenomenon of social entrepreneurs‟ competencies and individual innovative behaviors and facilitate/contribute future research. With most empirical study, our study has a number of limitations. Firstly, for this study we handled social entrepreneurs who are fellows of Ashoka Foundation-Turkey. For further studies, evaluating all social entrepreneurs who are chosen successful and funded by various organizations such as Ashoka, Schwab and Skoll Foundations would help us to conclude more reliable assessment of their characteristics, competencies, motivations, and behaviors. Secondly, for this study, entrepreneurial competencies which are most relevant to entrepreneurial role are taken into account as a determinant of innovative behaviors. However, considering various competencies as mentioned in the literature such as opportunity, relationship, conceptual, organizing, strategic, commitment, learning, personal strength (Man and Lau,2000) which are requirement of other roles of entrepreneurs would give us more clear information about their behaviors. Additionally, it is critical to note that, although correlation between two variables is apparent, it does not explain causation between variables (Zikmund, 1991). Future studies may present more information about causations and the way of this relation. Limitations notwithstanding, our findings suggest that there is significant relationship between entrepreneurial competencies and innovative behaviors. In this paper, it is expected to draw considerable interest of both academicians and practitioners to importance of social entrepreneurs whose purpose is to create social value and benefits for sustainability of a better life for all existences. It is obviously known fact that innovation is the requirement to overcome for shortcomings of the extant social systems which are pursued/observed by social entrepreneurs. In this case, social entrepreneurs‟ incremental innovation such as finding new ways to solving social problems, or radical innovation such as transforming extant system in line with their social mission is essential in social entrepreneurship process. Additionally, that is to say, “creating social value” and “innovation” are the two premised notion in the definitions of social entrepreneurs, since social entrepreneurs innovate for social benefits and beside this transform social systems. At this point, it is fair to say that social entrepreneurs would be eager to innovate in the degree of their competencies. Because social entrepreneurs are continuously on the way of looking for new solutions to challenge social problems and/or paradoxes that require different approaches and abilities. Finally in any society peoples do not wait for all solutions from government. In case of inadequacy of governmental facilities, they should at first organize your forces, abilities and then as a whole they can look for sustainable solutions for social problems. Social Implications It is critical to remark that entrepreneurial competencies which are premised in this paper and also antecedent of being social entrepreneur, are changeable and learnable (Man et al., 2002), and can be developed through training programs, education (Bird,1995, Chandler and Jansen 1992, Wallace, 1998). In this case, formal and informal education would be crucial to improve these competencies that would enable more people to establish organizations as well as social ones. At this point, it is noteworthy that formal educations in educational institution relevant to social entrepreneurship would be beneficial to gain social awareness of individuals. Additionally, individuals would be more motivated and competent in establishing and managing social enterprises through training programs, since education provides individuals achievement in their entrepreneurial innovative activities (Babalola,2009). In slightly different words, education enhance them to be more creative, approach issues more comprehensively and encourage them to be innovating more for social problems. Simply, social entrepreneurs are crucial for betterment of our lives, as Thompson (2002:429) implies that, “more social entrepreneurs imply persuading more people to believe they can champion an initiative and to do something about it”. References Ahmad, N. H. (2007). A Cross cultural study of entrepreneurial competencies and entrepreneurial success in SMEs in Australia and Malaysia, PhD dissertation, The University of Adelaide, Australia. Ahmad, N. H., Halim, H. A. and Zainal, S. R. M. 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Prof. Dr. Oktay Koç has received his BA in Management and Organization from Security and Sciences Faculty, completed his master degree at Kocaeli University, Department of Management and Organization in 1999 with a thesis on „Transformational leadership concept and its applicability at the level of provincial police chiefs‟. He has received his PhD degree at Kocaeli University, Department of Management and Organization in 2006 with a thesis on „The role of intellectual leadership on managing interior conflicts in the information society organization‟. Contact information: Çanakkale Onsekizmart University Biga Faculty of Economics and Business Sciences, Business Administration Department Biga, Çanakkale TURKEY [email protected]. Res. Assist. Çağla Yavuz has received his BA in Business Administration from Mugla University, completed his master degree at Canakkale Onsekiz Mart University, Department of Management and Organization in 2010 with a thesis on „A study investigating the relation between innovation strategies and organizational performance in companies by the longitude analysis method in the case of Çanakkale Seramik Inc.‟. Contact information: Çanakkale Onsekizmart University Biga Faculty of Economics and Business Sciences, Business Administration Department Biga, Çanakkale TURKEY, [email protected].
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