The rise of Generation Z in German society will impact many companies' management levels, as young entrepreneurs will increasingly determine the German economy. Accordingly, managers and companies' demands will change, as Generation Z stands for change and social innovation and wants to realize this in the workplace and combine business with social added value.
In this work, basic knowledge in Social Entrepreneurship and Generation Z will first be conveyed to name the respective success factors. In the further course, it will be made clear that German society's framework conditions and the economy have a strong influence on the fact that social enterprises' founding faces obstacles. Accordingly, an approach that enables the realization of Generation Z's professional and social goals within an employee model is essential. Due to this, further theoretical knowledge about Intrapreneurship and Social Intrapreneurship will be given in the further course of the thesis.
Despite extensive research, no existing Social Intrapreneurship model can be found, which is why an existing model for innovation activities is used. A new concept for implementing Social Intrapreneurship in existing companies is developed and explained based on the knowledge gained and success factors, and areas that have not been sufficiently considered in the literature are implemented and presented. Social Intrapreneurship will meet the requirements and expectations of employees and Generation Z in the future to keep the German economy innovative and emphasize the social aspect.
Table of Contents
1. Introduction
1.1 Problem Definition
1.2 Objective and Research Question
1.3 Structure and Methodology of Study
2. Social Entrepreneurship
2.1 Definition of Social Entrepreneurship
2.2 Characteristics, Forms, and Examples of Good Practice
2.2.1 Entrepreneurial Element
2.2.2 Founding of an Organization
2.2.3 Innovation
2.2.4 Social Value Proposition
2.3 Examples of Good Practice
2.3.1 DKMS
2.3.2 Viva con Agua
2.3.3 ReCup
2.4 Definition and Characteristics of Social Entrepreneurs
2.5 Special Features of Social Entrepreneurship in Germany
2.6 Distinction Between Traditional and Social Entrepreneurship
3. Generation Z
3.1 Definition and Classification of Generation Z
3.2 Properties and Requirements
3.3 Influence of Generation Z on Entrepreneurship
4. Success Factor Analysis
4.1 Success Factor Analysis for Social Entrepreneurship
4.1.1 Success Factors of Social Entrepreneurship
4.1.2 Success Factors of Social Entrepreneurs
4.2 Success Factor Analysis for Generation Z
5. Consequences for German Labor Market
5.1 Challenges for Generation Z
5.2 Challenges for Employers and Companies
6. Social Intrapreneurship as a Solution for Generation Z and Employers in Germany
6.1 Intrapreneurship
6.1.1 Definition of Intrapreneurship
6.1.2 Characteristics and Forms of Intrapreneurship and Intrapreneurs
6.1.3 Requirements of Intrapreneurship for Employers
6.2 Social Intrapreneurship
6.2.1 Definition and Derivation of Social Intrapreneurship
6.2.2 Success Factors of Social Intrapreneurship
6.3 Derivation and Development of Concept for Success Factors
6.3.1 Presentation and Discussion of Methodology
6.3.2 Integration of Success Factor Analysis
6.3.3 Introduction of Social Intrapreneurship Model
6.3.4 Critical Consideration and Generalizability of Results
7. Conclusion and Vision
Objectives and Research Themes
This thesis investigates how the rise of Generation Z impacts the German business landscape and explores how companies can adapt by fostering Social Intrapreneurship. The core research question addresses which factors influence the development of entrepreneurship in Germany in light of the evolving values and expectations of this new generation.
- The intersection of Social Entrepreneurship and the professional aspirations of Generation Z.
- Challenges within the traditional German labor market for young, purpose-driven talent.
- Development of a practical Social Intrapreneurship model for established companies.
- Success factors for implementing social and sustainable innovation within corporate structures.
Excerpt from the Book
2.3.1 DKMS
"We beat leukemia." One of the first German and probably most successful example for Social Entrepreneurship is the Deutsche Knochenmarkspenderdatei (DKMS). The DKMS is a non-profit making GmbH, which mediates stem cell donations to blood cancer patients. Besides, the aim is to give patients access to therapies.
When Mechtild Harf, wife of DKMS founder Peter Harf, died on September 16, 1991, tragedy, grief, and life chances were grotesquely close together. When the trained economist falls ill with acute lymphatic leukemia, her husband immediately begins searching for a suitable donor. But the search in Ludwigshafen presents itself as extremely difficult, since no networks or databases in Germany to potential donors exist, like, e.g., at this time already in Great Britain and the USA.
In January 1991, Harf then created the initiative "Hilfe für Leukämiekranke" and found a suitable donor. The ever more successfully becoming private initiative then finally becomes the DKMS-German marrow donor file non-profit society ltd. in Tübingen officially.
Since then, the bone marrow donor file has stood for its vision of defeating blood cancer. Every blood cancer patient should find a suitable donor or get access to therapies all over the world. The company's mission runs under four critical points: The registration of stem cell donors, making various therapies possible, the further development of therapies, and improving the well-being of all blood cancer patients.
Chapter Summaries
1. Introduction: Outlines the rising societal demand for sustainability and the need to adapt corporate structures to the requirements of Generation Z.
2. Social Entrepreneurship: Explores definitions, characteristics, and practical examples of social enterprises within the German context.
3. Generation Z: Provides a definition and profile of Generation Z, highlighting their professional requirements and influence on future entrepreneurial trends.
4. Success Factor Analysis: Identifies and combines critical success factors for both Social Entrepreneurship and the expectations of Generation Z.
5. Consequences for German Labor Market: Analyzes the challenges Gen Z faces in the current labor market and the hurdles companies encounter in attracting this talent.
6. Social Intrapreneurship as a Solution for Generation Z and Employers in Germany: Proposes a model for Social Intrapreneurship as a strategic answer to changing employee needs, including methodological derivations.
7. Conclusion and Vision: Summarizes findings and provides a vision for how Social Intrapreneurship can shape the future of the German economy.
Keywords
Social Entrepreneurship, Generation Z, Social Intrapreneurship, Sustainability, Innovation, German Labor Market, Success Factors, Corporate Culture, Employee Retention, Social Mission, Digital Natives, Intrapreneurship, Business Innovation, Talent Management, Social Impact.
Frequently Asked Questions
What is the primary focus of this thesis?
The work examines how the values of Generation Z are reshaping entrepreneurship and why "Social Intrapreneurship" serves as a viable model for companies to attract and retain this generation while fostering innovation.
What are the key thematic areas covered?
The thesis covers the definition of Social Entrepreneurship, the socio-demographic characteristics of Generation Z, the current challenges in the German labor market, and the practical implementation of intrapreneurial structures.
What is the central research question?
The study seeks to identify which factors influence the development of entrepreneurship in Germany, particularly considering the needs of Gen Z and the rise of social business models.
Which methodology is employed?
The author uses a theoretical analysis of existing literature on entrepreneurship and Gen Z to develop a new, practical model for implementing Social Intrapreneurship within established corporate frameworks.
What does the main body of the work address?
It provides a deep dive into success factors for social enterprises, compares these with the specific expectations of Gen Z, and translates these insights into a actionable model for corporate intrapreneurship.
Which keywords characterize the work?
Key terms include Social Entrepreneurship, Generation Z, Social Intrapreneurship, Sustainability, Innovation, and Corporate Culture.
How does the author define the "Provide" phase in the proposed model?
The "Provide" phase is the foundational stage where management must define the social problem, identify opportunities, and establish a clear framework (including resources and recruitment) before a project begins.
Why is the German labor market considered challenging for Generation Z?
The thesis argues that rigid traditional structures, limited digital transformation, and a lack of focus on purpose and social impact make many established German firms unattractive to the values-driven Gen Z.
What role does "Corporate Culture" play in the Social Intrapreneurship model?
Corporate culture is described as an essential component that must be actively shaped to ensure motivation; an open culture is necessary to allow employees to develop new ideas without fear of failure.
- Quote paper
- Vanessa Marini (Author), 2021, Success Factors of Social Entrepreneurship. The Rise of Generation Z and the Necessity of Social Intrapreneurship for Companies, Munich, GRIN Verlag, https://www.grin.com/document/1138658
