Page - 304 - in Digital Entrepreneurship - Impact on Business and Society

major role in creatingmore inclusive societies (European Commission 2015) and solving themost pressing issues of our time. In particular, social businesses “work in many different areas where they often have a direct impact, such as health, education and infrastructure”, as Gass sums up (Gass, as cited in YYFoundation 2019, p. 30).Regarding thedefinitionof social business, theOECD(2014, p. 188), for example, follows a twofold definition of Muhammad Yunus: Type 1) a “‘non-loss,non-dividendcompany’ that creates socialbenefits through thenatureof its products, services and/or operating systems”, andType 2) a “profit-maximizing companyownedby its poororotherwisedisadvantaged target beneficiaries, or bya dedicated trust”. As such, the concept of social businesses is notably distinct from any form of charity. In this sense, combining digital entrepreneurship and social business, we assume that stakeholders are enabled to create scalable solutions— especially in the light of the “Decade of Action”. Furthermore, it has also been argued that large corporations/multinational enterprises (MNEs) “[need] a change of course to achieve theUN’s SustainableDevelopmentGoals by2030” (Bruysten et al. 2020). This transformation is strongly driven by “a breed of entrepreneurs whowork as employeeswithin companies to develop business solutions for social or environmental problems:” social intrapreneurs. The OECD anticipates that “social businesses can create new sources of income, raise productivity, reduce ‘aid’ dependency and provide low-income consumerswith access to products and services for their basic needs” (OECD 2014, p. 187).With the pressing issues in front of us and the COVID-19 pandemic as a huge “call to immediate action”, solutions that tackle a SDG like “Good health and well-being” should and can facilitate both of these worlds, as “Social businesses will have a direct impact on whichever SDGs they engage in” (Gass, as cited inYYFoundation 2019, p. 30). 3 AConceptual Framework andCanvas ofDigital Entrepreneurship for a “Decade of Action” Weseedigital entrepreneurshipasanecessarycomponent inachievingmany, if not all, of the SDGs. A variety of conceptual models, policy frameworks and mea- surement instruments have been developed to study the driving and impending factors influencing digital entrepreneurship as well as the factors influencing organizational decision-making which furthers sustainable and more generally SDG-oriented business practices. Many of these frameworks, however, adopt a macro-perspective with a focus on the incentives and obstacles faced bymultina- tional enterprises, or organizations that are designed to quickly scale to a global level (George and Bock 2011; George et al. 2016). Yet the vast majority of all enterprises in both highly industrialized and less developed countries are actually small- and medium-sized enterprises (SMEs) (Ayyagari et al. 2017; European Union 2018; Small Business Profile 2018). While the disproportionate impact of MNEson theoverall sustainability shouldnotbeunderstated,SDG-orientedDigital Entrepreneurship, presenting the right overall conditions, potentially may rapidly Digital Entrepreneurship for the “Decade of Action” 313