The Princeton Review and Entrepreneur Announce America′s Top-Ranking Schools for Entrepreneurship. DePaul University made the top three on the graduate side. The Ryan Creativity Center at DePaul received recognition for its Idea Clinic as one of the top ten business programs in universities that are "entrepreneurial hot spots" programs. Lisa Gundry has been awarded the Innovation in Business Education Award in 1997, by the American Assembly of Collegiate Schools of Business (AACSB) Mid-Continent East Association. She has also received the DePaul University Excellence in Teaching Award. Jill Kickul received the 2000 Management Department Teaching Innovation and Assessment Award. In this engaging and practical book, authors Lisa K. Gundry and Jill R. Kickul uniquely approach entrepreneurship across the life cycle of business growth—offering entrepreneurial strategies for the emerging venture, for the growing venture, and for sustaining growth in the established venture. Written from the point of view of the founder or the entrepreneurial team, the book offers powerful and practical tools to increase a venture′s potential for success and growth. Key Features: Presents the changing pattern of strategic needs faced by the new venture: The theories, practices, and tools in this book help enhance a venture′s creativity in the early days of business start-up and maintain the innovative edge throughout the life of the business. The authors emphasize the key strategic roles of creativity, opportunity identification, opportunity evaluation, and innovation in the emergence and growth of entrepreneurial firms. Offers real-world examples and contemporary cases: Each chapter contains up-to-date cases, Strategy in Action vignettes, Speaking of Strategy interviews with real-life entrepreneurs, and a Failures and Foibles segment to help readers learn from others′ experiences and missteps. Promotes innovative thinking: The Innovator′s Toolkit and Strategic Reflection Points give students the opportunity to reflect on the material presented. In addition, Research in Practice sections provide a summary of recent research on the chapter topic. Includes instructor resources on CD available upon request: This supportive CD contains PowerPoint slides, lecture outlines, sample syllabi, a guide to using the Special Elements in each chapter, and a listing of additional resources. Intended Audience: This is an ideal core textbook for advanced undergraduate and graduate courses such as Entrepreneurship and New Venture Management, Entrepreneurship Strategy, Strategic Management, Entrepreneurial Growth, Management of Innovation, Entrepreneurial Marketing, and Global Entrepreneurship in the fields of Management, Entrepreneurship, Marketing, and Organizational Behavior.

Social entrepreneurship involves the application of business practices to the pursuit of social and/or environmental mission. It brings the mindset, principles, strategies, tools and techniques of entrepreneurship to the social sector, yielding innovative solutions to the vexing problems facing society – poverty, hunger, inadequate housing and homelessness, unemployment and under-employment, illiteracy, disease, environmental degradation, etc. It finds solutions where government and private sector efforts have not. This intriguing field has captured the imaginations of thousands of business and public administration students around the world, leading to the creation of hundreds of courses and programs of study to meet this burgeoning demand. Yet, there are few, if any, textbooks that offer a comprehensive treatment of this subject. Instructors are forced to cobble together reading materials from multiple sources, creating a hardship for professors and students, alike. This book is aimed at addressing this problem. Available with Instructor's Manual, PowerPoint's and Testbank.

Social entrepreneurship involves the application of business practices to the pursuit of social and/or environmental mission. It brings the mindset, principles, strategies, tools, and techniques of entrepreneurship to the social sector, yielding innovative solutions to the vexing problems facing society.

The value of the inclusion of social entrepreneurship in entrepreneurship education courses and programs is considered in light of the increase in social entrepreneurial ventures worldwide as well as changing business school requirements. Using a grounded learning theory approach as a foundation, we consider factors unique to social entrepreneurship and present a live case social venture which provides hands-on experience to students. Student comments regarding their learning through this experience are also included. Future directions for social entrepreneurship education pedagogy and research are discussed.

More detailed knowledge of the differences and similarities between social entrepreneurs and "traditional" entrepreneurs is critical to the advancement of the field of social entrepreneurship. We use Discrete Choice Modeling (DCM) approach to map the mental prototypes of "opportunity", and to examine beliefs about social ventures and the intentions toward creating them. Findings disclosed strong preferences for building environmentally sustainable, rapid-growing ventures. Low preference however was found for the social sustainability of the enterprise. This research contributes to the understanding of the complexities underlying how entrepreneurs construct their evoked set of opportunities. The study has significant implications for the future study of entrepreneurial intentions, and for the ways entrepreneurship is taught.

We describe the ethical leadership dilemmas confronting Verdant Power. Formed in 2000, this New York City marine renewable energy company develops projects and technology that delivers electricity directly into the local power grid. Set in early 2010, the case outlines the tensions, challenges and costs (both financial and time) that management faces as it attempts to commercialize a technology in an industry with strict and rigid regulatory policies. The key teaching objectives of the case include a) understanding the leadership role that the company must assume in paving the way for regulatory reform for US-based marine renewable technology ventures, and b) appreciating the importance and implications of sustainability given the pursuit of the financial and environmental mission of the founders.

E-businesses are especially prone to rapid, drastic changes and innovations.Entrepreneurs' innovative capabilities come from their ability to create, deploy, integrate, and reconfigure organizationally embedded and rent-generating resources.Three capabilities--functional, integrative, and innovative--are addressed in this study, which seeks to determine the factors that affect a firm's integrative and innovative capabilities. The data sample included 120 entrepreneurs of e-commerce companies who were randomly sampled by the Internet sector of the CorpTech Company Profiles Database via online questionnaires.Both zero-order correlations and mediated regression were used to analyze the data.The findings indicated that the development of a technology infrastructure is important prior to the creation of innovations related to new products and services.Available resources and capabilities are significant but only to an extent.Further, an organization's integrative abilities are essential to innovation, while functional capabilities indirectly affect innovation via integrative capabilities.(AKP).

Nonprofit organizations (NPOs) increasingly view social entrepreneurship as means to expand their mission scope while simultaneously diversifying revenue streams and strengthening financial foundations. However, the pursuit of social entrepreneurial ventures often incites a tug-of-war phenomenon between the deep-rooted social welfare logic of the parent nonprofit organization and a newly-evolving commercial logic at the subsidiary social enterprise. The present study seeks to understand how nonprofit organizations navigate such logic conflicts as they strive to become more entrepreneurial. Based upon case studies of two NPOs, we found divergence in organizational identity, legitimacy, and mission/vision between parent nonprofits and their subsidiary social enterprises as they struggled with a defining question: Are we a program or are we a business? Our research indicates that organizations reconcile such cognitive dissonance through four distinct processes: connecting, variegating, separating, and augmenting social welfare and commercial logic spheres. We thus contribute to the social entrepreneurship and nonprofit management literatures by illustrating ways in which non-commercial organizations may address issues of logic divergence when engaging in revenue-generating commercial activities.

This case is featured as part of the Next Billion/WDI 2010 Case Writing Competition. It centers around Ziqitza Healthcare Limited, a private ambulance company in India which just secured its first governmental contract with the state of Rajasthan to serve its 56 million inhabitants. The case opens with a detailed overview of company background and business model, then discusses the need for emergency medical services in India and how ZHL diversified its products to meet those needs. The case also explains the idea of public-private partnerships as means for scaling, and ends with questions about ZHL s future, particularly focusing on scaling and market expansion.