Abstract:
Corporate Social Entrepreneurship (CSE) is a process aimed at enabling business to develop more advanced and powerful forms of Corporate Social Responsibility (CSR) (Austin & Reficco, 2009). Social Entrepreneurship (SE) is an emerging research field (Ireland and Webb, 2007; Short et al., 2009). The structural dichotomy between social
and entrepreneurship, is itself a complicating the both dividing and fertilizing (Chell, 2007). SE being a voluntarily constructed phenomenon through narration and politics that fails to be understood from a positivist view, as it actually is constructed (Hervieux et al., 2010; Steyaert and Dey, 2010). However, researches on the SE need to borrow qualitative methods to explore and build its theories (Nicholls, 2010). A paradigmatically shift in the researchers’ communities themselves, as there is a growing understanding on how to employ for example mixed mode methods in a pragmatically approach and how to look out for different contexts (Creswell, 2009; Molina- Azorín and Cameron, 2010; Lehner, 2011; Welter, 2011). The present paper thus is an attempt to identify such
cases of SE and to learn for its understanding among the future managers. The present study has been carried out at the Bhavnagar district, Data collection has done by the convenience random sampling method from the 100 respondents of P G management courses through a structured close ended questionnaire on five point scale. Study
concludes that social work in Bhavnagar district done very well by several NGOs, as its analysis of primary data indicates that future managers really like the social entrepreneurial activities. It can be conclude that if manager and management of companies take up SE as a good cause, the days are not far to change enterprises in to social enterprises universally.
