"Now in its second edition, the Social Investment Landscape in Asia serves as a resource for funders and resource providers to assess the opportunities and challenges for social investment in 14 markets in North, South and Southeast Asia. It is designed to be a guide for new social investors and intermediaries looking to enter the Asian market and existing actors exploring partnerships as well as cross-border or cross-sector opportunities. Each market report provides a holistic overview of the current and emerging trends in the social economy."

"This manual provides social entrepreneurs a comprehensive yet easy to use guidebook on how to develop successful relationships with social investors. The guidebook presents an overview of the social investment landscape, offers concrete approaches to finding and approaching the right investors for social enterprises, as well as the best practices for having a successful due diligence process and for negotiating a mutually beneficial long-term social investment arrangement."

"This web portal provides guidance on calculating social return on investment (SROI), principles, definitions, methodology, and other resources, including webinar recordings and calculators."

"Recent field experiments demonstrate that advice, mentorship, and feedback from randomly assigned peers improve entrepreneurial performance. These results raise a natural question: what is preventing entrepreneurs and managers from forming these peer connections themselves? We argue that entrepreneurs may be under-networked because they lack the necessary social skills- the ability to communicate effectively and interact collaboratively with new acquaintances-that allow them to match efficiently with knowledgeable peers. We use a field experiment in the context of a business training program to test if a short social skills training module improves who the participants choose to learn from within the program. We find that entrepreneurs who were exposed to the social skills training formed 50% more relationships with peers. These relationships exhibited more matching based on managerial skill and were more ethnically diverse. Finally, the training also substantially increased entrepreneurs' business performance. Our findings suggest that social skills help entrepreneurs build relationships that create value for both themselves and their peers."

"Social enterprises address social and environmental problems through innovative business solutions that improve the lives of underserved communities. They are businesses which trade for a social purpose, re-invest surpluses into their social objective, and make themselves accountable for their actions, rather than simply maximising profits for owners and shareholders.

The survey finds that social enterprise is a growing and dynamic sector of the Indian economy that is creating jobs for disadvantaged groups, empowering women, and addressing social exclusion across the country. This study seeks to expand our knowledge of the Indian social enterprise sector and has taken into account the findings of previous researches on the subject."

"The aim of this study is to explore how an accelerator could succeed. We found that fundamental preconditions for success might be the access to relevant business competences and the ability to transfer it to a startup. On the other hand, the dynamics of acceleration organisation might be a restricting factor for business knowledge use and action. The success of an accelerator is a multidimensional topic. Generally, accelerators should construct great value proposition that facilitates the generation of long-term attraction for different stakeholders. However, the access to knowledge and funding can be viewed as the prerequisites of the existence of an accelerator but a prevailing startup ecosystem and service providers can also have a significant influence on new venture creation. Generally, the success of an accelerator can improve a local startup ecosystem and might have an influence on the economic development of a region."

"A survey of the support available for entrepreneurs in South Africa was undertaken by the Aspen Network of Development Entrepreneurs (ANDE), South Africa. The Infographic highlights the key findings while interactive buttons provide a more detailed overview of the support available."

"Social Enterprise in Emerging Market Countries provides a clear picture of where social enterprises are and where they need to go, and identifies key players in the social enterprise field and how they can take the bold steps needed to facilitate the growth and impact of these models.

Etchart and Camolli focus on NESsT's research in Latin America and Central Europe, the two regions where it has operated for over 15 years, particularly in Argentina, Brazil, Chile, Ecuador, and Peru, with some cases from other countries in Latin America. For the purpose of illustrating important models and innovative programs and policies, this book also highlights cases and experiences from Central Europe."

"This paper seeks to outline the social enterprise landscape in Ghana. It reviews the enabling environment and the scope of capacity-building activities supporting social enterprise to provide an overview of the profile of existing social enterprises and social innovation activity. It presents information on perceptions and levels of awareness of social enterprise, the obstacles and challenges faced and opportunities to improve the enabling environment; and lessons from social enterprise activities in other national contexts. It should be noted that the study is not, and did not set out to be a comprehensive review of all social enterprises and support organisation in Ghana."

"This paper synthesises findings, based on case studies of social enterprises operating in the agriculture and health sectors in Kenya and Vietnam. Main conclusions are that the concept of social enterprise needs to be clearly defined if governments and donors want to give preferential support to such organisations and that defining social enterprise as a hybrid business model facilitates identification and analysis of enterprise models that are distinct from mainstream business. The research found that the social enterprises covered in the survey were often small, personality driven, and internationally supported. Social enterprises face special constraints linked to their hybrid business model: access to finance, human resources, legal status, difficult markets, and management weakness. Market and state failure creates niches for social enterprise: serving disadvantaged communities, managing public infrastructure, and creating environmental benefits. Governments, donors and promoters should assess the niche for social enterprise in specific market contexts in place of blanket promotion of the concept."