The following essay deals with the question if basis conditions for a sustainable development of social entrepreneurship are given in China and if the concept does appeal to the Chinese society at all. After the introduction, the term of social entrepreneurship is analysed to get a better understanding of single business types and their essential characteristics. In the next step, the current situation in China is discussed by using examples of successful enterprises. Then, a critical appraisal is subjected including a discussion on advantages and outstanding challenges of social entrepreneurship, followed by a conclusion.
Table of Contents
1. Introduction
2. The Concept of Social Entrepreneurship
2.1. Entrepreneurial Types
2.2. The Entrepreneurial Aspect
2.3. The Aspect of Social Mission
3. Current Situation of Social Entrepreneurs in China
3.1.Pinetree (青松老年看护)
3.2. Wokai (我开)
4. Institutional Deficits and Providing Suggestions for Improvement
4.1. How Can The Government Improve Basic Conditions?
4.2. Challenges for Social Entrepreneurs in China
5. Conclusion
Research Objectives and Key Topics
The essay investigates whether the foundational conditions for a sustainable development of social entrepreneurship exist in China and evaluates the potential appeal and viability of this concept within the Chinese societal and economic context.
- Theoretical definition and categorization of social entrepreneurship
- Analysis of the current socio-economic landscape for social business in China
- Case studies of pioneering Chinese social enterprises (Pinetree and Wokai)
- Identification of institutional barriers and policy requirements for growth
- Critical assessment of managerial challenges and the need for human capital development
Excerpt from the Book
3.1.Pinetree (青松老年看护)
“The Chinese government has made it very clear that the responsibility of taking care of and providing for the aged will (go) to the private sector. We are now in a great time to develop the grey-haired market.”
Ninie Wang, Pinetree founder
Ninie Wang is a Chinese founder who recognized the potential of an ageing society and the necessity of home-based care. The approach of her business idea was the expectation of about 248 million people over 65 years living in China in 2020 – a challenge the governance and the Chinese society have to bear.
Motivated by the wish to offer a better quality of life to older people, Nine Wang developed a business model in 2004, which was restructured four years later and approved by business angels, providing capital her start-up enterprise. The main idea of the concept was to enable health, home and finance services to older people by cooperating with companies offering health products and services as well as by direct support of governmental institutions like the China National Committee on Ageing or the Chinese Association for the Promotion of Cultural Exchange. Nowadays, the profit orientated enterprise focuses on long termed home-based quality care service, including health monitoring, medical attendance as well as psychological support. Due to innovative treatment methods, it is not loner necessary to take older people of their familiar environment. The idea at all is not totally new, but its implementation has usually been a cumbersome process for the relatives and more expansive in comparison to public care.
Summary of Chapters
1. Introduction: This chapter provides an overview of China's rapid economic growth and identifies social entrepreneurship as an emerging counter-trend to prevalent labor exploitation.
2. The Concept of Social Entrepreneurship: This section defines the term by exploring entrepreneurial types, the entrepreneurial aspect, and the specific role of the social mission.
3. Current Situation of Social Entrepreneurs in China: This chapter examines how the concept has been received in China and profiles two successful case studies: Pinetree and Wokai.
4. Institutional Deficits and Providing Suggestions for Improvement: This section analyzes legislative and structural barriers while offering recommendations for government support and addressing internal organizational challenges.
5. Conclusion: The final chapter summarizes the potential for social entrepreneurship in China and emphasizes the necessity of state cooperation and improved education to foster a positive climate.
Keywords
Social Entrepreneurship, China, Economic Growth, Sustainable Development, Pinetree, Wokai, Social Mission, Innovation, Institutional Framework, Public Policy, Ageing Society, Micro-loans, Entrepreneurial Types, Civil Society, Social Change
Frequently Asked Questions
What is the core focus of this research paper?
The paper examines the viability and current status of social entrepreneurship as an economic and social development model within the specific context of China.
What are the primary themes discussed in the work?
The work covers theoretical definitions of social entrepreneurship, the Chinese institutional landscape, case studies of elderly care and micro-lending, and the challenges of scaling social impact.
What is the primary research question?
The essay asks whether the necessary conditions for a sustainable development of social entrepreneurship are present in China and if the concept is effectively accepted by Chinese society.
Which scientific methods were applied in the analysis?
The author uses a qualitative approach, combining economic literature review with case study analysis of specific social enterprises to draw broader conclusions.
What does the main body of the paper cover?
It covers the definition of the concept, the current Chinese landscape, successful practical examples, institutional deficits, and necessary improvements for government policy.
Which keywords characterize the work?
Key terms include Social Entrepreneurship, China, Sustainable Development, Pinetree, Wokai, Social Mission, and Institutional Framework.
How does the author characterize the 'grey-haired market' in China?
The author views the massive aging population (expected 248 million people over 65 by 2020) as a major governance challenge that provides a significant market opportunity for private, social-driven care solutions.
What challenges does Wokai face as a non-profit organization?
Wokai operates as a mediator connecting rural farmers with global lenders via an online platform, facing the difficulty of building long-term financial stability and managing systemic growth within a developing digital market.
Why is institutional support considered vital for these entrepreneurs?
Without government tax incentives, subsidies, and a supportive legal framework, social entrepreneurs struggle to overcome high initial formation costs and achieve financial independence.
- Arbeit zitieren
- Inna Siforova (Autor:in), 2011, Social Entrepreneurship in China, München, GRIN Verlag, https://www.grin.com/document/271157
