Recent years have seen a burgeoning interest in social enterprise across Europe. In Central and Eastern European countries, the transition to a market economy stimulated civil society initiatives, and opened new pathways for entrepreneurial initiatives, including the pioneering establishment of the first social enterprises. Eight of the Central and Eastern European countries studied acknowledge the functioning of approximately 24000 social enterprises ‘hidden’ among a variety of existing legal forms, out of which 15172 associations and foundations undertaking some economic activity. Relatively little consideration has been given to the longer-term growth and performance of these hybrid organizational forms. To succeed, these ventures must adhere to both social goals and financial constraints. It implies that common forces from multiple actors - government and other public bodies, banks, corporations, investment funds as well as individuals join efforts. Business failure among social enterprises has been attributed to various difficulties related to size, a lack of resources, and finance and funding issues. It is essential to understand which revenue streams ensure financial sustainability in the case of the social enterprise. This paper analyzes the entrepreneurial dimension of social enterprise activity in eight Central and East European countries: Bulgaria, Croatia, the Czech Republic, Hungary, Poland, Romania, Slovakia, and Slovenia, addressing the question of social enterprise revenue streams. Most social enterprises examined are aware of the need to insure financial stability to their social mission and are actively securing and combining a blend of income streams, in order to avoid overdependence on one source of income and insure sustainability. None of the countries are solely depending on market sources. Research limitations were encountered when analyzing the variety of revenue streams due to the fact that some country reports presented also the dimension of a specific revenue, whereas others do not comprise specific numbers.
Organization development should ensure the simultaneous creation of value for its customers and the capture of value by the business. The first task is to create future revenue streams through innovations, The second focuses on increasing efficiency by matching the existing components of the business model. Optimizing these imperatives is the basis for strategic renewal and organizational success. The article presents the author’s concept of a strategic renewal process comprising four stages: triggering changes, forming concepts, changes implementation, verifying and formalizing changes. These stages were analyzed by way of implementing strategic renewal – regulatory issues and value development – exploration and exploitation.
Future revenue streams for journalism are said not to lie in breaking news, but in specialist journalism that can engender income to sustain news production. A case study of the Norwegian TV 2 News Channel, however, shows that its profit-making features lie not in its content but in its mode of distribution. The added value of the channel to DTT subscription packages is as much due to TV 2’s market power and news brand value as to the news channel concept itself. This article analyses the function of the news channel in today’s competitive journalistic landscape from the perspective of news sociology and media economy, presenting a quantitative content analysis of the news output of TV 2 News Channel, qualitative interviews with TV 2 news editors, and analysis of key strategy documents of the organization.
also what they produce and how the production is financed. Consequently, technology is changing not only how we consume but also what we consume, and the disruption is thus best described as technocultural ( Burger, 1961 ; Penley & Ross, 1991 ).
The effects of this technocultural disruption on feature film production in Norway were examined in a white paper to the Norwegian Ministry of Culture in 2018 ( Gaustad et al., 2018 ), of which the overall objective was to identify how digitization has affected revenuestreams for films and drama series made available
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, value propositions, channels, key activities, resources, and revenuesstream?
The aim of this paper is to provide an understanding of content and product markets’ crowdsourcing business models and show their differentiation. It could help different firms build similar models or compete against them or perhaps be a source of inspiration. We aim to systematically compare the similarities and differences of various types of CBM of some companies across a wide range of criteria to address the gap in the literature and bring about a more nuanced understanding of models
Disruptive technology in book and local newspaper industries
Linn-Birgit Kampen Kristensen and Mona Solvoll
media companies determine their prices and audience access ( Bell et al., 2017 ; Gershon, 2013 ). In some countries, the digital subscription revenue is about to displace digital advertising as the core revenuestream for newspapers, as this makes up for the fall in print revenues and insufficient growth in digital advertising revenues. The problem for online newspapers is not the small size of the digital advertising market but the fact that online newspapers are tiny players in an advertising market dominated by large technology companies, such as Google and