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From Opportunity To Entrepreneurship: Exploring Dynamic Processes Of Social Entrepreneurship Huang, Chang-Yu, Department of Business Management, National Sun Yat-Sen University; Kao, Ming-Rea Wenzao Ursuline University of Languages - Graduate Institute of International Business and Cultural; Wei-Ting Huang, Wendy, Wenzao Ursuline University of Languages; Chen, Vivian Yu-Wen, Wenzao Ursuline University of Languages Haugh (2005) has identified eight themes as a research agenda for social entrepreneurship. In this paper, we focus on the theme of opportunity recognition and innovation, especially considering how and why different modes of organization incorporating social entrepreneurship in their operation for organizational transition (Shie 2013) and/or for their original missions. According to Hockerts (2006), three main sources of social entrepreneurial opportunity for social purpose business ventures are identified. That is, activism, self-help, and philanthropy. Social purpose business ventures are a kind of third sector organizations and are hybrid enterprises in nature (Hockerts 2006: 145-146). Furthermore, three sources of social entrepreneurial opportunity are driven by different motives and provide distinctive economic and social value propositions (Mair, Robinson and Hockerts 2006: 9). And what makes these different sources of social entrepreneurial opportunity turn into distinctive modes of organization with specific social and economic values is the focal point of the study. In definition, social entrepreneurship involves three processes: firstly, identifying the unjust equilibrium in the society; secondly, identifying opportunities and developing a new idea to challenge the status quo; and thirdly, making efforts to establish a new equilibrium which alleviate the unjust and enhance the well-being of the members in the affiliated groups and even extend its benefit to the society as large as possible (Martin and Osberg 2007: 37). Taken together, we consider social entrepreneurship as a means and processes to alleviate social problems and catalyze social transformation through opportunity identification and innovation. To explore the dynamic processes of social entrepreneurship, six third sector organizations are selected as research cases and classified into three groups. The first group is advocacy and activism-based groups, including two cases, that is, Wetlands Taiwan and Community University Kaohsiung. The second group is self-help groups, including two cases, that is, Shin-Lu Social Welfare Foundation and Sunlight Txiaolin Community Development Association. The third group is philanthropy-based foundations, including two cases, that is, Sinyi Foundation and Advantech Foundation. Qualitative Data is collected through interviews, organizational publications, and website information. With the emphasis on how and why different modes of organization incorporating social entrepreneurship in their operation for organizational transition and/or for their original missions, the characteristics and three dynamic processes of social entrepreneurship are explored based on three sources of social entrepreneurial opportunity. Finally, these findings are compared and discussed in relation to the balance between social value creation and economic value creation as well as to the relationships among four sectors: state, market, nonprofit organization, and community. Keywords: social entrepreneurship, opportunity, activism, self-help, philanthropy References Haugh, H. 2005. A research agenda for social entrepreneurship. Social Enterprise Journal, 1(1): 1-12. Hockerts, K. 2006. Entrepreneurial opportunity in social purpose business ventures. In J. Mair, J. Robinson & K. Hockerts (Eds.), Social Entrepreneurship: 142-154. New York: Palgrave Macmillan. Mair, J., Robinson, J. & Hockerts, K. 2006. Introduction. In J. Mair, J. Robinson & K. Hockerts (Eds.), Social Entrepreneurship: 1-13. New York: Palgrave Macmillan. Martin, R. L. & Osberg, S. 2007. Social entrepreneurship: The case for definition. Stanford Social Innovation Review, spring: 29-39. Shie, Yi-Jen. 2013. A transition from advocacy group, government partnership to social enterprise: Wetlands Taiwan as an Example. 2013 ISEEUCH Conference, Taipei, Taiwan.