Index

Citation (2017), "Index", Corbett, A.C. and Katz, J.A. (Ed.) Hybrid Ventures (Advances in Entrepreneurship, Firm Emergence and Growth, Vol. 19), Emerald Publishing Limited, Bingley, pp. 233-236. https://doi.org/10.1108/S1074-754020170000019009 Publisher: Emerald Publishing Limited Copyright © 2018 Emerald Publishing Limited INDEX Accountability legal, 47 outcomes/impact, 53–54 practical, 46–47 process, 52–53 public, 45–46 ADP., See Area development program (ADP) model Advocacy promotional strategy, 28 Agreement, 42, 44, 47, 48, 49 Ainu Ventures, 137 Area development program (ADP) model, 72, 74, 76 B Corporations, 2, 3, 220 accuracy and transparency of, 31–32 attrition, 24–25 background, 3–5 benefit corporation legislation, 14 certification process, 8–9 certification promotion, 25–29 certified B Corporations, 5–8 consumer awareness, 12–13 current status, 15 declaration of interdependence, 9 fee schedule, 9 future research on, 29–32 geographic landscape of, 17–20 industrial landscape of, 20–24 international expansion, 10–11 investing ratings and analytics, 14–15 media coverage, 12–13 promotional strategies in, 26–29 Benefactor-beneficiary model, 82 Benefit corporation, 43, 44, 46, 53, 54, 58 B Impact Assessment (BIA), 8 B Lab Company., See B Corporations Bundjalung community, 133, 135, 136 Business Development Bank of Canada (BDC), 10 Business model canvas, 159, 160, 170 Business model innovation, 63, 86, 87 Business value, 191 Certifications, 24, 26, 28, 32 Charitable purposes, 42, 43, 44, 50, 52 Charities, 73, 87 Child Sponsorship, 62, 63, 71, 72 Civic institutions, 103, 104, 106, 110, 112, 124, 130 Clinton Global Initiative (CGI) Annual Meeting, 10, 11 COAG., See Council of Australian Governments (COAG) Collectivism vs. individualism, 98 Commercial business models, 153, 154, 158, 159, 162, 163, 169, 171, 172, 175 Commercial entrepreneurship, 64 Commercial values, 152, 160, 174 Communities, 64, 82 Community-based entrepreneurship, 191–193 Consumer, 195–198 entrepreneurship emerge, 198–212 Consumer entrepreneurship, 189, 191 direction, 207 emergence of, 203, 214 sharing influence, 203 Consumer protection laws, 51 Consumption, 188, 189, 190, 194, 195 Contract, 47–49 Contract law, 48, 49 Corporate social responsibility, 42 Council of Australian Governments (COAG), 130 Creating social value, 152, 173, 174 Decision making, 42 Delaware’s benefit corporation legislation, 10 Differentiated hybrids, 113 Distinct peoples, 102 Donor funds, 74 Dun and Bradstreet identifier, 16 Economic development, 95, 96, 102, 103, 104, 105, 107 Economic incentives, 207 Entrepreneurship, 190–194, 220, 221, 224, 228 Entrepreneurship theory, 190 Fiduciary, 40, 41, 44, 45, 47, 49–51 Financial capital, 40 Financial value, 41, 43, 47 Financial viability, 71 Geopolitical landscape, 63 Global economy, 103–112 Global Impact Investing Rating System (GIIRS), 14, 15 High embeddedness, 119 Household, Income and Labour Dynamics in Australia (HILDA), 100 Human resources, 40 Hybridity and business models, 158–160 management perspectives on, 155–157 measuring social impact, 160–161 nonprofit perspectives on, 154–155 synergy between business models, 161–162 Hybrid organizations, 25, 30 Hybrid ventures, 221–222 Impact investing, 46 Impact Reporting & Investment Standards (IRIS), 14 Imperfect transmission, 226 Indigeneity, 97–99 Indigenous children, 130, 132, 135 Indigenous community embeddedness, 117–121 Indigenous community orientations, 139 Indigenous entrepreneurs, 95, 97, 98, 99, 100, 103, 107, 110, 111 Indigenous entrepreneurship, 114–117 challenges to, 116 identification of, 115 Indigenous hybrid venture cases, 128–138 Australia, Booderee National Park and Yaru Water, 128–136 Japan, Ainu Museums and Heritage Sites, 136–138 Indigenous Hybrid Venture Creation Conceptual Model, 140 Indigenous Hybrid Venture Creation Considerations, 140, 141 Indigenous participation, 103–112 Indigenous Peoples’ Overarching Conditions, 139 Indigenous rights, 99–103 Indigenous value creation, 122 Indigenous vs. Western socioeconomic objectives, 109 initial public offering (IPO), 10 Institutional logics, 65–67 Integrated hybrid ventures, 113 Interests, 43, 44, 50, 51, 52, 58 International non-governmental organizations (INGOs), xi–xii, 64–65 Inter-organization, 220, 221, 222, 224, 225, 227, 229 Inter-organizational approach, 222 Inter-organizational dynamics, 224 Investors, 40, 44, 46, 47, 50, 51, 54, 57, 58 IRIS., See Impact Reporting & Investment Standards (IRIS) L3C., See Low profit limited liability company (L3C) Legal accountability, 45, 47 Legal liability, 52–53 Legitimacy, 2, 3, 26, 27, 28, 31 Long-term funding commitments, 72, 76 Low embeddedness, 121 Low profit limited liability company (L3C), 42, 44, 46, 50, 54 Mauri Model Decision-Making Framework, 127 Medium embeddedness, 120 MSD Capital, 5 Nation building strategy, 105 Optimal distinctiveness, 2 Organizational fields, 221–222 Organizational identity change, 224 Organizational responses, 63 Osoyoos Indian Band Development Corporation, 112 Owner value, 41, 42, 43, 44, 47, 50 Policymakers, 40 Poverty, 62, 64, 67, 71, 73, 74 Practical accountability, 46–47 Procurement processes, 40, 47 Public accountability, 45–46 Quadruple Bottom Line, 123–128, 124 Regulatory, 51 Revenue, 70, 72, 73, 77, 81 Revenue flow, 40 Self-determination, 100 Sharing organizations, 188–190, 193, 204, 207, 208, 209, 210, 211 SIC., See Standard Industrial Classification (SIC) Social and Commercial Model Components for Social Enterprise, 167 Social business, 40 Social entrepreneurship, 2, 13, 25, 29, 64–65, 191, 220, 221, 223, 224 Social good, 42, 43, 44, 47, 48, 50, 51, 54, 56, 57 Social innovation, 64, 65 Social logics, 81, 85 Social primacy company, 54–57 Social purpose corporation, 43, 45, 46, 50, 51, 54 Social value, 152, 160, 174 Social ventures, 222 Stakeholders, 152, 156, 157 Standard Industrial Classification (SIC), 16 Structural attractors, 79–80 Sustainable development, 98 Tax treatment, 40, 47, 52 Transition economies, 190, 193 Urbanization, 67, 74 User value, self-creation, 190–194 Value creation, 159, 171, 191, 194, 195, 196, 197, 198, 202 Value propositions, 173, 174 World Vision New Zealand (WVNZ), xii, 70–73 Wreck Bay Hybrid Enterprises, 131 Yaru Water Hybrid Venture Partnership, 134 Book Chapters Prelims Standing Out and Fiting In: Charting the Emergence of Certified B Corporations by Industry and Region Purposes, Priorities, and Accountability Under Social Business Structures: Resolving Ambiguities and Enhancing Adoption Challenges of Hybridizing Innovation: Exploring Structural Attractors as Constraints Indigenous Entrepreneurship and Hybrid Ventures Hybrid Social Enterprise Business Model Synergy: Creation of a Measure Consumer Entrepreneurship: What Is It? When, How, and Why Does It Emerge? Agents of Change? An Inter-Organizational Research Agenda on Hybrid New Ventures Index

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