Na crescente produção acadêmica sobre negócios de impacto social no Brasil, é possível verificar uma lacuna: não se encontram em número significativo estudos que analisem as interações entre negócios de impacto social e o setor público, embora ao mesmo tempo seja possível observar, na prática recente, diversos casos em que essa interação tem se dado. Ao mesmo tempo, ao se analisar a literatura de parcerias intersetoriais, constata-se que são muitos os estudos que analisam parecerias envolvendo de um lado o setor público e de outro o setor privado e/ou ONGs, mas não encontramos estudos que se aprofundem em parcerias entre o setor público e negócios de impacto social. Partindo dessas constatações, esta pesquisa busca jogar luz sobre este fenômeno recente e ainda não profundamente estudado: as relações de parceria que têm surgido entre negócios de impacto social e o setor público no país. Adota-se como método um estudo de casos de tipo instrumental (STAKE, 2006), enfocando três ocorrências recentes desse tipo de interação. Retomando conceitos da literatura de parcerias intersetoriais, a análise destaca os processos de formação e implementação deste tipo específico de parcerias, seus principais resultados e desafios, e identifica temáticas a serem aprofundadas a partir das descobertas deste estudo / In the growing academic production on social impact businesses in Brazil, it is possible to verify a gap: there are not significant numbers of studies that analyze the interactions between social impact businesses and the public sector, although at the same time it is possible to observe, in recent practice, several cases in which this interaction has taken place. At the same time, when analyzing the literature on cross-sector partnerships, it is observed that many studies analyze partnerships involving both the public sector and the private sector and / or NGOs, but we do not find studies that go deeper into partnerships between the public sector and social impact businesses. Based on these findings, this research seeks to shed light on this recent and not yet deeply studied phenomenon: the partnership relationships that have arisen between social impact businesses and the public sector in the country. A case-study of instrumental type (STAKE, 2006) is adopted as a method, focusing on three recent occurrences of this type of interaction. The analysis highlights the processes of formation and implementation of this specific type of partnerships, their main results and challenges, and identifies themes to be explored from the findings of this study

Na crescente produção acadêmica sobre negócios de impacto social no Brasil, é possível verificar uma lacuna: não se encontram em número significativo estudos que analisem as interações entre negócios de impacto social e o setor público, embora ao mesmo tempo seja possível observar, na prática recente, diversos casos em que essa interação tem se dado. Ao mesmo tempo, ao se analisar a literatura de parcerias intersetoriais, constata-se que são muitos os estudos que analisam parecerias envolvendo de um lado o setor público e de outro o setor privado e/ou ONGs, mas não encontramos estudos que se aprofundem em parcerias entre o setor público e negócios de impacto social. Partindo dessas constatações, esta pesquisa busca jogar luz sobre este fenômeno recente e ainda não profundamente estudado: as relações de parceria que têm surgido entre negócios de impacto social e o setor público no país. Adota-se como método um estudo de casos de tipo instrumental (STAKE, 2006), enfocando três ocorrências recentes desse tipo de interação. Retomando conceitos da literatura de parcerias intersetoriais, a análise destaca os processos de formação e implementação deste tipo específico de parcerias, seus principais resultados e desafios, e identifica temáticas a serem aprofundadas a partir das descobertas deste estudo / In the growing academic production on social impact businesses in Brazil, it is possible to verify a gap: there are not significant numbers of studies that analyze the interactions between social impact businesses and the public sector, although at the same time it is possible to observe, in recent practice, several cases in which this interaction has taken place. At the same time, when analyzing the literature on cross-sector partnerships, it is observed that many studies analyze partnerships involving both the public sector and the private sector and / or NGOs, but we do not find studies that go deeper into partnerships between the public sector and social impact businesses. Based on these findings, this research seeks to shed light on this recent and not yet deeply studied phenomenon: the partnership relationships that have arisen between social impact businesses and the public sector in the country. A case-study of instrumental type (STAKE, 2006) is adopted as a method, focusing on three recent occurrences of this type of interaction. The analysis highlights the processes of formation and implementation of this specific type of partnerships, their main results and challenges, and identifies themes to be explored from the findings of this study

Submitted by Filipe dos Santos (fsantos@pucsp.br) on 2018-11-26T10:54:23Z No. of bitstreams: 1 Fernanda Cardoso Romão Freitas.pdf: 1820518 bytes, checksum: 8cb9d6a91d28616f499df295b084c5ab (MD5) / Made available in DSpace on 2018-11-26T10:54:23Z (GMT). No. of bitstreams: 1 Fernanda Cardoso Romão Freitas.pdf: 1820518 bytes, checksum: 8cb9d6a91d28616f499df295b084c5ab (MD5) Previous issue date: 2018-09-06 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior - CAPES / The Social Impact Business (NIS) is growing in different parts of the world and Social Innovation (IS) emerges as an alternative to create innovative solutions in an inclusive way. There is evidence that Social Innovation can become important to economic and social growth. Such is due to the fact that we are experiencing transformative challenges such as Longevity Revolution, which is occurring in Brazil and in different parts of the world and requires innovative initiatives to meet new needs resulting from this transformation. In the literature review, there were identified some gaps in the field, such as: few empirical studies about Social Impact Business and Social Innovation and inexistence of studies on NIS and IS for the challenge of longevity increase. Then, from this gap and knowing that in the near future a big part of the population will be elder, we come to the question of this research: How can Social Impact Business and Social Innovation propose solutions to overcome the challenge of increasing longevity? The proposal of this research is to illustrate how Social Impact Business and Social Innovations can bring solutions to this challenge. The methodological procedures followed a qualitative and exploratory approach with interviews to obtain of evidence source. The process of data analysis was done with the help of ATLAS.ti software, based on coding technique. The results of this research show that the main challenge of the Longevity Revolution is prejudice. Other fifteen challenges were evidenced in this research. The greatest contribution in social outcome by the companies participating in this research is the possibility of social existence. This social result contributes strongly to two of the four pillars of Active Aging, which are important elements in response to the Longevity Revolution / Os Negócios de Impacto Social (NIS) estão em crescimento em diferentes partes do globo e a Inovação Social (IS) surge como uma alternativa para criar soluções inovadoras de forma inclusiva. Hoje, há indícios de que a IS pode se tornar fundamental para o crescimento econômico e social. Isto se deve ao fato de estarmos vivenciando desafios transformadores como a Revolução da Longevidade, que está ocorrendo no Brasil e no mundo e requer iniciativas inovadoras para atender às novas necessidades decorrentes desta transformação. Foram identificadas, por meio da revisão de literatura, algumas lacunas no campo, tais como: poucos estudos empíricos sobre NIS e IS e ausência de estudos sobre NIS e IS para a questão Revolução da Longevidade. A partir destas lacunas, e tendo em vista que, em um futuro próximo, grande parte da população será idosa, chegamos à questão desta pesquisa: como os NISe as Inovações Sociais podem trazer soluções para superar o desafio da crescente longevidade da população? O objetivo desta pesquisa é, portanto, ilustrar como os NIS e as IS podem trazer soluções para o desafio da crescente longevidade da população. Os procedimentos metodológicos adotados seguiram uma abordagem qualitativa e exploratória, com aplicação de entrevistas em profundidade como fonte de dados e evidências. O processo de análise dos dados foi feito com auxílio do software ATLAS.ti e com base na técnica de codificação. Os resultados revelaram quinze principais desafios da Revolução da Longevidade, sendo o preconceito o maior entre eles. Já a maior contribuição em resultado social oferecido pelas empresas participantes desta pesquisa é a possibilidade de existência social. Tal resultado social contribui fortemente com dois dos quatro pilares do Envelhecimento Ativo, resposta da Organização Mundial da Saúde (OMS) para a Revolução da Longevidade

近十年來，企業社會責任(Corporate Social Responsibility，CSR)和社會企業(Social Enterprise)在全球蔚為風潮，前者促使公司思考其在員工、社會、環境等層面的角色定位和所能發揮的影響力；後者則改變了非營利組織的經營思維與營運效率，使其採取具市場競爭力和財務獲利性的商業模式；兩者可謂搭建了營利事業與非營利組織之間溝通互動的橋樑，並使兩類型的組織在目標設定和策略執行上更具永續性。一個營利組織在通過B 型實驗室(B Lab)線上綜合性的企業社會責任評量—「效益影響評估」(B Impact Assessment)—後，可被認證成為B 型企業，該評量從員工照顧、社區經營、顧客關懷、環境保護、公司治理等面向進行細部項目檢核，在總分200 分中滿足80 分以上的條件要求，方可取得B 型企業的資格。 本研究探討台灣B 型企業在落實企業社會責任時，對於內、外部之利害關係人所採取的實務作法和制度設計，從中萃取出營利事業在CSR 五大面向下可供借鏡之處，進而建構出具正面社會影響力的商業模式。本研究總共訪談三家B 型企業，每家企業訪談對象包含一位高階主管(董事長、總經理或所長特助)和兩位負責推動B 型企業和企業社會責任相關業務的員工，累積共九位受訪者。 根據訪談結果，B 型企業透過落實企業社會責任，提升了員工對於工作的滿意度和投入度，進而降低員工流動率；提高顧客對企業的信任度和評價；減少對外在環境的衝擊，卻仍保有穩健獲利；降低舞弊和人謀不臧，完善公司治理。本研究亦針對研究所受限制和未來研究方向提出建議，供未來研究者做為參考。 / In recent years, corporate social responsibility (CSR) and social enterprises have become a growing trend on an international scale, the former has prompted companies to rethink its role and potential impact on employees, society, and the environment; the latter has changed the managerial mentality and operational efficiency of non-profit organizations, causing them to adopt business models that possess market competitiveness and financial profitability; the two have bridged the for-profit businesses and non-profit organizations, channeling communication and interaction, motivating the two types of organizations to become more sustainable in goalsetting and strategy implementation. A for-profit organization that passes a comprehensive CSR evaluation— the “B Impact Assessment”—designed by the non-profit organization B Lab, is certified as a B-Corp. The assessment conducts detailed evaluations of CSR practices under five main categories(employee welfare, community engagement, customer outreach, environmental protection, corporate governance), if a company is to pass the requirements and score more than 80 points out of a total of 200, it attains B-Corp qualification. This study researched the CSR practices and measures of Taiwanese B-Corps dealing with the various internal and external stakeholders, extracting their practical experiences under the five main categories. In this study, interviews were conducted at three Taiwanese B-Corps, interviewees at each company included a high-level executive ( the chairman, CEO or executive assistant) and two employees responsible for promoting B-Corp. and CSR practices, with a cumulative total of nine interviewees. According to the results of this study, Taiwanese B-Corps have resulted in an increase in employee job-satisfaction and work-involvement, leading to lower employee turnover; improved customer trust and review of the company; mitigated external environment impact, and still retain a robust profit; reduced fraud and ineffective management, thus improving corporate governance. This study also points out research limitations and provides recommendations regarding future research directions, serving as a reference for future researchers.