Social ventures are defined as start-up organizations with a social focus. As a whole, the
current climate of social entrepreneurship and social ventures is volatile, still not clearly
defined, and not very well understood by the general public and those that may be
interested in pursuing an opportunity within this field. However, the current body of
literature lacks any systematic classification of social entrepreneurship and fails to
recognize how dimensions such as culture, marketing, and operations can vary even
further within the field. This thesis creates an analytical framework along three dimensions
(culture, marketing, and operations) and qualitatively analyzes eight cases of young, food
and beverage social ventures in New York. This study intends to add another level of
organization (the business model typology) to this ambiguous field, understand how firms
of different models differ along culture, marketing, and operations, and develop a clearer
sense of direction of where research in social entrepreneurship should go.
Models for Social Good: How Social Ventures Differ on Dimensions of Culture, Marketing, and Operations.
Retrieved from the University of Minnesota Digital Conservancy,
Content distributed via the University of Minnesota's Digital Conservancy may be subject to additional license and use restrictions applied by the depositor.