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This commentary contrasts "Piercing the Bubble" by proposing "pull" (rather than "push") strategies as a way for business schools to more meaningfully engage poverty and social exclusion. By reframing poverty issues in such a manner that they connect with core business student interests of career opportunities, current management practices, and wealth creation, there is a better chance of their substantial connection to the curriculum and orientation of business schools. This article points to parallel developments in the environmental sustainability field and in management education in North American settings.

Little research has systematically examined the concept of being business-like in a non-profit organization setting despite the increased importance of this concept in research, policy, and practitioner communities. Based on an in-depth qualitative case study of a single, Canadian, nonprofit human services organization, this article proposes that being business-like in a nonprofit setting can be understood in at least four distinct categories: as goals of programs, as organization of either program service delivery or organizational management, and as organizational rhetoric.

AbstractSocial enterprise has emerged as a businesslike contrast to the traditional nonprofit organization. This article develops an explanatory direction for social enterprise based on institutional perspectives rather than more traditional rational economic concepts. Through Suchman's typology of legitimacy (1995), the article argues that the origin and evolution of social enterprise is put into dramatically different focus, particularly through the concept of moral legitimacy. Moral legitimacy not only connects the overall emergence of social enterprise with neoconservative, pro‐business, and promarket political and ideological values that have become central in many nations in the Organization for Economic Cooperation and Development but also explains the observation that social enterprise is being more frequently understood and practiced in more narrow commercial and revenue‐generation terms.

Digital social ventures are initiatives that intend to transformatively engage social and environmental problems through the application of digital technology and are a new phenomenon found globally. While the broad influence and consequences of disruptive digital technology are increasingly taken for granted, very little research focuses on the deliberate use of digital technology for social purpose. This study is situated within three areas of literature: disruption caused by digital innovations, the use of digital technology by social purpose organizations, and social entrepreneurship. The process of digital social venture emergence and evolution shows how flashy-sounding technological solutions develop into more modest and incrementally useful tech-supported adjuncts. A preliminary framework for conceptualizing the nature and process of digital social ventures shows how a Schumpeterian approach to social entrepreneurship as disrupting equilibrium gives way to a Hayekian approach as drawing on local, embedded knowledge to achieve incremental change.