Made available in DSpace on 2016-08-19T17:47:12Z (GMT). No. of bitstreams: 1 CRISTIANE_ CALDAS_ CARVALHO.pdf: 1433847 bytes, checksum: 7532fb6011e227f2cbdde27f3baa9148 (MD5) Previous issue date: 2009-02-19 / The theme of social business accountability (SBA) has been evidenced in face of challenges to the sustainment of productive activities. The impacts, notoriously positive and negative, in an economic, social and environmental field, don t recognize geo-political boundaries and reach an indeterminate number of people and nations. Political, judicial and social tendencies consolidated a minimum position of State and regulation of relations according to market demands. The unrestricted access to goods and services created an environment of unfavorable consumption to sustainable development and this fact motivated the social movements to promote a debate, among other themes, about the concept of social business accountability. In this way, in 1999 the United Nations Organization (UNO), in a pioneer performance, singularized the importance of the companies having an ethical commitment with society and proposed an international commitment for sustainable development. It was the emergence of the Global Pact and Millennial Development Goals (MDG). In this perspective, technical and judicial instruments were developed or identified, mainly in the areas of health, occupational security and environment, giving special attention to Sanitary and Environmental Rights in the Federal Constitution, federal legislation, international devices and pertinent technical norms. With the objective of identifying the insertion of the Sanitary and Environmental Rights and the degree of adhesion to the principles of the Global Pact, as well as contributions from the businesses to the MDGs in São Luís/MA, a sample of 27 companies associated to the ICE-MA., were researched. By means of self-evaluation questionnaires, a registered profile, the evidences of attention to legal requirements of health, environmental and occupational security, the actual stage of actions and social accountability programs, and finally the degree of adhesion to the Global Pact principles and the actions directed towards the MDGs, were identified. By the analysis sample that was considered, it was confirmed that the companies that were researched are located in a distributive manner in the areas of 07 hydrographic basins in the municipal area of São Luís, being that the majority is in conformity with the demands of environmental licensing, plan of medical and occupational health control and a plan of environmental risk prevention, with 0,32% of the total of sample workers involved in work accidents. It is also confirmed that the companies, in their majority, recognize the SBA as an ethical relation with all the public with whom it relates` and even without a specialized administrative structure in SBA, the companies are dedicated to punctual actions by their own initiative or in partnerships, with the application of a significant amount estimated in resources. In relation to the degree of adhesion to the principles of the Global Pact, the companies were identified mainly in the advanced or intermediate stages, outstanding in the elimination of forced or compulsory labor. It was also confirmed that the initiatives of the companies for the MDGs in São Luís are still lacking, although there is ample distinction for the combat against HIV/AIDS and other diseases and for the access to basic universal education. / O tema da responsabilidade social empresarial RSE tem se evidenciado diante dos desafios à sustentabilidade das atividades produtivas. Os impactos, notoriamente positivos e negativos, em âmbito econômico, social e ambiental, não reconhecem fronteiras geopolíticas e atingem um número indeterminado de pessoas e nações. Tendências políticas, jurídicas e sociais consolidaram uma postura de Estado mínimo e regulação das relações de acordo com as demandas de mercado. O acesso irrestrito a bens e serviços criou um ambiente de consumo desfavorável ao desenvolvimento sustentável e tal fato motivou os movimentos sociais a promover o debate, entre outros temas, sobre o conceito de responsabilidade social empresarial. Neste sentido, em 1999 a Organização das Nações Unidas ONU, em atuação pioneira, destacou a importância do compromisso ético das empresas com a sociedade e propôs um compromisso internacional para o desenvolvimento sustentável. Foi o surgimento do Pacto Global e das Metas de Desenvolvimento do Milênio (ODM s). Nesta perspectiva, instrumentos técnicos e jurídicos foram desenvolvidos ou identificados, sobretudo nas áreas de saúde e segurança ocupacionais e meio ambiente, conferindo especial destaque ao Direito Sanitário e Ambiental na Constituição Federal, legislação federal, dispositivos internacionais e normas técnicas pertinentes. Com o objetivo de identificar a inserção do Direito Ambiental e Sanitário e o grau de adesão aos princípios do Pacto Global, bem como as contribuições das empresas aos ODM s em São Luís/Ma, foi pesquisada a amostra de 27 empresas associadas ao ICE-Ma. Através da aplicação de questionários de auto-avaliação identificou-se o perfil cadastral, as evidências de atendimento aos requisitos legais de saúde e segurança ocupacional e meio ambiente, o estágio atual de ações e programas de responsabilidade social e, por fim, o grau de adesão aos princípios do Pacto Global e as ações voltadas aos ODM s. Pela análise da amostra considerada, constatou-se que as empresas pesquisadas localizam-se distribuídas nas áreas das 07 bacias hidrográficas do município de São Luís, estando em sua maioria em conformidade com as exigências de licenciamento ambiental, plano de controle médico e saúde ocupacional e plano de prevenção de riscos ambientais, com 0,32% do total de funcionários da amostra envolvidos em acidentes de trabalho. Constatou-se ainda que as empresas, em sua maioria, reconhecem a RSE como a relação ética com todos os públicos com os quais ela se relaciona e que mesmo sem uma estrutura administrativa especializadas em RSE, as empresas dedicam-se a ações pontuais por iniciativa própria ou em parcerias, com a aplicação de significativo volume estimado de recursos. Quanto ao grau de adesão aos princípios do Pacto Global, as empresas identificaram-se majoritariamente nos estágios avançado ou intermediário, com destaque para a eliminação do trabalho forçado ou compulsório. Constatou-se ainda que as iniciativas das empresas para os ODM s em São Luís ainda são tímidas, embora haja amplo destaque para o combate ao HIV/AIDS e outras doenças e para o acesso ao ensino básico universal.

A inovação social (IS) ganhou destaque nos últimos anos devido à demanda por abordagens mais efetivas dos problemas sociais, e, por isso, a IS é principalmente desenvolvida por empresas cuja missão é social. Contudo, estruturas que auxiliem a empresa social (ES) a gerir a IS são escassas e adaptadas de outros contextos e/ou de casos específicos. Assim, o objetivo deste estudo foi propor um modelo de gestão da inovação social, a partir de práticas efetivas recomendadas pela literatura e das adotadas pelas ES inovadoras, que contribua para potencializar a sua capacidade de inovar socialmente. Foram realizadas entrevistas com representantes de seis ES, os resultados foram analisados à luz da teoria sobre inovação e empresa social e empregada a técnica de análise proposicional quantitativa (APQ). Posteriormente, foi realizada uma regressão logística com dados de uma survey com 71 empresas sociais, o que evidenciou que inovação aberta e gestão de portfólio de projetos de inovação aumentaram, respectivamente, em 3,56 e 3,13 vezes as chances da empresa social inovar socialmente. As ES investigadas iniciaram suas atividades a partir de uma inovação (55%), atuam em diversos setores, são de pequeno porte, reinvestem o lucro na empresa, mas permitem a sua distribuição e realizaram algum tipo de inovação (92%), sendo a IS, seguida da inovação tecnológica (produto e processo), as mais comuns. O modelo proposto é formado por um conjunto de práticas distribuídas em sete momentos: mapeamento (monitoramento de redes sociais, envolvimento dos usuários e entendimento das causas do problema social), seleção (gestão de portfólio estratégico), mobilização do conhecimento (máximo envolvimento da rede, benchmarking, ambiente criativo e visão periférica) implementação (gestão de portfólio operacional), avaliação (fóruns virtuais, grupo focado e análise técnica), difusão (rede como difusora da IS, repositório do conhecimento e franquia) e mudança sistêmica. O enfoque da inovação aberta é o principal diferencial da estrutura, portanto, são agentes do processo a ES, outras empresas, organizações de apoio, governo, investidores/apoiadores, e outros colaboradores com participações pontuais, e a geração de valor social interesse maior que une e orienta todos os integrantes da rede. / In recent years, Social Innovation (SI) has gained prominence due to the demand for more effective approaches to social problems. They are addressed in the development of SI in order to generate social welfare and, for this reason, the SI is mainly developed by companies that pursue a social mission. Notwithstanding, structures to aid social enterprise (SE) managing the SI are scarce, adapted from other contexts, or even from specific cases. Thus, the aim of this study was to propose a management model of social innovation, from effective practices recommended in the literature, and also from the practices adopted by the innovative SEs, which can contribute to enhance their ability to innovate socially. To this end, interviews with representatives of six SE were carried out. The results were analyzed based on the theory of SI and SE, and the Quantitative Propositional Analysis technique (QPA) was adopted. Subsequently, a logistic regression was performed comprising data from a survey covering 71 social enterprises. The assessment indicated that open innovation and portfolio management of innovation projects, respectively, increased in 3.56 and 3.13 times the likelihood of SE to innovate socially. The SE investigated are small businesses which have started their activities from an innovation (55%), operate in several industries, reinvest profits in the company, but allow their distribution, and have performed some type of innovation (92%), having the SI preceding technological innovation (product and process) as the most common type displayed. The proposed model consists a set of practice distributed in seven moments: mapping (monitoring social networking, user involvement and understanding the causes of the social problem), selection (strategic portfolio management), knowledge mobilization (maximum involvement network, benchmarking, creative environment and peripheral vision) implementation (operational portfolio management), evaluation (virtual forums, focus group and technical analysis), diffusion (network as the SI diffusion, the repository of knowledge and franchise) and systemic change. The focus of open innovation is the main differential structure. Thus, the agents of the process are the SE, other companies, support organizations, the government, investors/supporters, and other collaborators. The generation of social value is the higher interest which unites and directs all members of the network.

在秘魯城郊地區設立太陽能供應系統之社會企業企劃書 / This social business aims to achieve double bottom line: the social and the financial ones. The former is giving access to electricity to households out of the reach of the grid. The latter is being financially sustainable, running activities without needing external subsidy. Our Vision: “A rural Peru where every family has access to electricity in their homes.” Our Mission: “Enable access to affordable and sustainable solar energy for poor families, as a means for social inclusion and development in the rural Peru.” Our objective: To provide access to photovoltaic energy for families in remote areas of the Andean highlands of Ayacucho, Peru. Our economic model: We partner up with district, province or regional governments, and private companies, to help them to promote social development or carry out their corporate social responsibility mandate. We sell to them solar home systems to be installed in rural households which are not considered in any national rural electrification plan (they will not have electricity in the following 7 years or more). We install the solar home systems in households who are willing to be part of the project (so the families pay a fee for the operation and maintenance and cooperate with their labour force, small accessories, and local materials). The solar home systems are bundled with social engineering activities to ensure the sustainability of the project in the village. This entire task is carried out with local technician who are specially trained to solve any problem and provide the operation and maintenance service. Our target: Install solar home systems for 7700 households.

A inovação social (IS) ganhou destaque nos últimos anos devido à demanda por abordagens mais efetivas dos problemas sociais, e, por isso, a IS é principalmente desenvolvida por empresas cuja missão é social. Contudo, estruturas que auxiliem a empresa social (ES) a gerir a IS são escassas e adaptadas de outros contextos e/ou de casos específicos. Assim, o objetivo deste estudo foi propor um modelo de gestão da inovação social, a partir de práticas efetivas recomendadas pela literatura e das adotadas pelas ES inovadoras, que contribua para potencializar a sua capacidade de inovar socialmente. Foram realizadas entrevistas com representantes de seis ES, os resultados foram analisados à luz da teoria sobre inovação e empresa social e empregada a técnica de análise proposicional quantitativa (APQ). Posteriormente, foi realizada uma regressão logística com dados de uma survey com 71 empresas sociais, o que evidenciou que inovação aberta e gestão de portfólio de projetos de inovação aumentaram, respectivamente, em 3,56 e 3,13 vezes as chances da empresa social inovar socialmente. As ES investigadas iniciaram suas atividades a partir de uma inovação (55%), atuam em diversos setores, são de pequeno porte, reinvestem o lucro na empresa, mas permitem a sua distribuição e realizaram algum tipo de inovação (92%), sendo a IS, seguida da inovação tecnológica (produto e processo), as mais comuns. O modelo proposto é formado por um conjunto de práticas distribuídas em sete momentos: mapeamento (monitoramento de redes sociais, envolvimento dos usuários e entendimento das causas do problema social), seleção (gestão de portfólio estratégico), mobilização do conhecimento (máximo envolvimento da rede, benchmarking, ambiente criativo e visão periférica) implementação (gestão de portfólio operacional), avaliação (fóruns virtuais, grupo focado e análise técnica), difusão (rede como difusora da IS, repositório do conhecimento e franquia) e mudança sistêmica. O enfoque da inovação aberta é o principal diferencial da estrutura, portanto, são agentes do processo a ES, outras empresas, organizações de apoio, governo, investidores/apoiadores, e outros colaboradores com participações pontuais, e a geração de valor social interesse maior que une e orienta todos os integrantes da rede. / In recent years, Social Innovation (SI) has gained prominence due to the demand for more effective approaches to social problems. They are addressed in the development of SI in order to generate social welfare and, for this reason, the SI is mainly developed by companies that pursue a social mission. Notwithstanding, structures to aid social enterprise (SE) managing the SI are scarce, adapted from other contexts, or even from specific cases. Thus, the aim of this study was to propose a management model of social innovation, from effective practices recommended in the literature, and also from the practices adopted by the innovative SEs, which can contribute to enhance their ability to innovate socially. To this end, interviews with representatives of six SE were carried out. The results were analyzed based on the theory of SI and SE, and the Quantitative Propositional Analysis technique (QPA) was adopted. Subsequently, a logistic regression was performed comprising data from a survey covering 71 social enterprises. The assessment indicated that open innovation and portfolio management of innovation projects, respectively, increased in 3.56 and 3.13 times the likelihood of SE to innovate socially. The SE investigated are small businesses which have started their activities from an innovation (55%), operate in several industries, reinvest profits in the company, but allow their distribution, and have performed some type of innovation (92%), having the SI preceding technological innovation (product and process) as the most common type displayed. The proposed model consists a set of practice distributed in seven moments: mapping (monitoring social networking, user involvement and understanding the causes of the social problem), selection (strategic portfolio management), knowledge mobilization (maximum involvement network, benchmarking, creative environment and peripheral vision) implementation (operational portfolio management), evaluation (virtual forums, focus group and technical analysis), diffusion (network as the SI diffusion, the repository of knowledge and franchise) and systemic change. The focus of open innovation is the main differential structure. Thus, the agents of the process are the SE, other companies, support organizations, the government, investors/supporters, and other collaborators. The generation of social value is the higher interest which unites and directs all members of the network.

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The diploma thesis deals with the issue of the chosen current trends of ICT. The CIO represents the crucial person of the whole thesis. The aim of the thesis is to describe and comment on the connection of the role of the CIO with trends and challenges he/she has to face in recent times. To fulfill this aim it is necessary to realize the current trends through the integration of surveys of the renowned companies dealing with the ICT market. The field overhang of these studies dedicated to technologies is essential. The benefit of the thesis consists of the connection of the business and ICT at the CIO level. The abstraction from technical specifications of the particular trend as well as from the managerial point of view creates an image of the challenges for the CIO in the company context. The introductory part of the thesis reflects the position of ICT in companies and creates an image of the internal connection of the company as a whole. The core of the main part of the thesis contains chapters dedicated to the trends in particular: data analysis, content analysis, social business, big data, ICT security and education. Each of these main chapters describes the current state of the ICT field and its role in the company context. The last part of each main chapter deals with the benefit and the role of the CIO for the mentioned field. CIO's influence on the challenge, allies and possible risks of the trend are mentioned. At the end of the thesis the benefit of the CIO for the company and his/her role of facing challenges which come from the ICT field are evaluated. CIO plays an important role as a responsible person for particular challenges. Nevertheless, as it is apparent from the thesis, the CIO is not the only important part of the system that is necessary to create the maximum from each challenge.

The thesis deals with the possibilities of financing social enterprises in the Czech Republic. The thesis is divided into two parts on the theoretical and empirical part. The theoretical part is divided into three thematic blocks. The first block is focused on the situation abroad and it is prepared in the form of an overview study of fundamental concepts and approaches to the social economy, social entrepreneurship and financing. The second part is focused on the development of social economy and social entrepreneurship in the Czech Republic. The legislative context for the establishment and activity of social enterprises in the Czech Republic is presented here. It focuses more on the possibilities of financing social enterprises in the Czech Republic with a thorough analysis of European funds. The third block presents the results of the performed analyses of social entrepreneurship in the Czech Republic with a focus on financing. In the empirical part, the research itself is introduced. Its essence was a comparison of two social enterprises. The author compares two companies, where one company decided to use EU grants for its funding and the other did not. The aim of the thesis is to find out the advantages and disadvantages of multi-source financing especially in the resources from the European...

Social Entrepreneurship and Social Enterprises are an emerging trend. An increasing number of individuals are finding ways to address a social issue through their entrepreneurial skills. As well as increasing number of corporations and investing organizations are looking for ventures that address a social issue to fulfil their social responsibility. Thus, it is increasingly becoming important for the social entrepreneurs to measure and report their impacts to society in an accurate way. This research seeks to find out the challenges faced by social entrepreneurs while setting up social impact measurements in their ventures and the solutions adopted by them. Through a series of semi‐structured interviews with successful social entrepreneurs, this research collects qualitative data that increases the knowledge in this area and contributes in a better understanding of the challenges faced by social entrepreneurs. This research found that Theory Of Change is the most commonly used method and is preferred by practitioners as it is easy to implement. The research summarises the efforts it takes to implement the measurements, recommends best practices or advice to make impact measurement easier and useful. Also, a framework is developed that can be used in setting up measurements in a social venture.

The domains of Business Intelligence (BI) and social media have meanwhile become significant research fields. While BI aims at supporting an organization’s decisions by providing relevant analytical data, social media is an emerging source of personal and individual knowledge, opinion, and attitudes of stakeholders. For a while, a convergence of the two domains can be observed in real-world implementations and research, resulting in concepts like social BI. Many research questions still remain open – or even worse – are not yet formulated. Therefore, the paper aims at articulating a research agenda for social BI. By means of a literature review we systematically explored previous work and developed a framework. It contrasts social media characteristics with BI design areas and is used to derive the social BI research agenda. Our results show that the integration of social media (data) into a BI system has impact on almost all BI design objects.

Quelques chercheurs ont récemment étudié le rôle de levier d’innovation, voire même d’innovation inversé des projets social business ou BOP pour les multinationales des pays développés.Cette étude longitudinale analyse en profondeur le cas d’une multinationale de l’agroalimentaire, et explore le rôle des projets social business et BOP (SBOP) dans le renouveau stratégique de cette entreprise : l’aidant à être simultanément plus durable (face aux défis environnementaux et sociaux actuels) et compétitive. Elle analyse le processus de ce renouveau stratégique mené à partir des projets SBOP et les facteurs clés de succès de ce renouveau ; parmi eux : une double approche (« top down » et « bottom up »), articulée sur trois niveaux: individuel, collectif and organisationnel. Elle met aussi en valeur l’impact de l’orientation sociétale des projets, comme accélérateur et amplificateur de ce renouveau. / For a few years researchers have been focusing on the BOP as a lever for innovation and even reverse innovation for MNEs from developed countries. This in depth longitudinal study of an agrofood company explores the role of BOP and social business (SBOP) initiatives as a lever for strategic renewal of a whole company: helping it become simultaneously more sustainable (as regards our global environmental and social challenges) and more competitive. It analyses the process of this renewal and the key factors of its success; among them: a double (top down and bottom up) approach: articulated on three levels: individual, collective and organizational. It also analyses the role of a socially oriented focus as a booster of this strategic renewal.