Document Type
Article
Publication Date
5-1-2008
Abstract
The research proposed will examine the differences and similarities between the mindsets of people who lead nonprofit Social Entrepreneurial Enterprises (SEEs) and those who manage traditional non-for-profit organizations (NFPs) in Mexico. In particular, the study will seek to identify the extent to which risk orientation, opportunity recognition, selfefficacy, innovativeness, and social capital influence social entrepreneurial behavior. By comparing these two types of leadership roles, we can further our understanding of how some social leaders in Mexico, despite diminishing traditional revenue streams, are able to scale up and sustain their nonprofit organizations.
Keywords
nonprofit organization, social entrepreneurial enterprise, risk orientation, opportunity recognition, self-efficacy, innovativeness, social capital, and entrepreneurial mindset
Rights
© The Author(s). Kelvin Smith Library provides access for non-commercial, personal, or research use only. All other use, including but not limited to commercial or scholarly reproductions, redistribution, publication or transmission, whether by electronic means or otherwise, without prior written permission is strictly prohibited.
Department/Center
Design & Innovation
Recommended Citation
Ireta, J. Martin, "The Effect of Leader Attitude on Traditional Vs. Social Entrepreneurial Nonprofit Business Models" (2008). Student Scholarship. 438.
https://commons.case.edu/studentworks/438