FACTORS THAT ENCOURAGE AN ENTREPRENEUR TO BECOME A SOCIAL ENTREPRENEUR CASE STUDY IN SMALL-MEDIUM ENTERPRISES IN BANDUNG

• Main Author: Pratama Johanis Paransa, Rizki
• Format: Theses
• Language: Indonesia
• Subjects: Manajemen umum
• Online Access: https://digilib.itb.ac.id/gdl/view/49563
• Institution: Institut Teknologi Bandung

Indonesia is a country with a large population, in 2018 Indonesia has a population of 256 million. Until February 2018 the workforce numbered 133.94 million people, this number rose 2.39 million compared to February 2017. Of the 127.07 million people employed, 7.64 percent were in the underemployed category and 23.83 percent part-time workers. In the past year, half unemployed and part-time workers rose by 0.02 percent and 1.31 percent respectively. According to the Head of BPS West Java Gandari Adianti, West Java at this time is the first level for the province with the highest unemployment amounting to 7.73%, this means that from every 100 people who enter the workforce, 7-8 people do not get jobs. The entrepreneurial spirit needs to grow among the younger generation and also the community to create new jobs. Being an entrepreneur someone must have the ability to see and assess business opportunities, gather the right resources. An entrepreneur is also required to have a leadership spirit where an entrepreneur must be able to lead fairly and well and be responsible. With this entrepreneurial spirit, people can read opportunities around them. One of them is the opportunity to become a social entrepreneur. Based on literature there are differences in understanding about whether the business is included in the category of social entrepreneur or not. The variables in this study are human capital, social cognitive social capital, institutional environment, social environment and social impact. Data were collected from in-depth interviews in each of the four cases. Data is collected from the owner himself, so that the information obtained is information that is in accordance with company objectives. The owner has complete information about the strategies and business processes of the company. The data obtained was then analyzed using the cross-case analysis method. The research reveals that ultimate objective of social entrepreneurship is the “Social Problem Solving”, “Variety of initiatives and activities”, and “Role of change agents”. They refer to social value (Dees, 1998; Mair & Marti, 2006; Lepoutre, Justo, Terjesen, & Bosma, 2013). The main difference between social entrepreneurship with regular entrepreneurship is not that such regular entrepreneurship would be a-social, but rather that social entrepreneurs associate top priority to the creation of social value (Lepoutre, et al., 2013), while ‘‘economic value creation is seen as a necessary condition to ensure financial viability’’ (Mair and Mart?, 2006 p. 38).