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Social Enterprise is a concept resulting from the conflict and intermingling of two ideologies: the ideology of public interest/non-commerciality (which pursues social aims) and the ideology of commerciality (which seeks to maximize capital). One reason for the recent global attention that social enterprises have been receiving can be attributed to the growing nebulousness of the lines between a for-profit company and a not-for-profit company (Tsukamoto, 2008).With social contribution strategies such as philanthropy and corporate social responsibility, participation by for-profit enterprises in the public interest and non-profit sectors has been growing stronger in the efforts of the for-profit enterprises to tackle social problems and create social value (Tsukamoto, 2008). New marketing strategies are being introduced to the repertoire of those already used by for-profit enterprises. These strategies differ from the previous customer-oriented marketing strategies. These strategies are social marketing and cause-related marketing (CRM).1 However, Non-profit organizations that wish to escape their reliance on grants and public subsidies have been emerging. These organizations wish to “commercialize” with the aim to obtain revenue in the market. In advanced countries with growing non-profit sectors, this blurring of the lines between commercial gain and non-commercial gain that has resulted in active research into social enterprise and the rise of social enterprise is evident. However, the definition of social enterprises varies depending on the country and the region. It is well known that the definition differs from the British/American concept and how it is viewed in Europe. In Britain/America, the idea is based on the commercialization of non-profit organizations. However, in Europe, the social enterprise can be given as an example in the context of the welfare state and restructuring of the third sector. As Fujii (2013) states, “it is a political word,” and Japan is no exception. As the government moves to restructure the third sector, the concept changes depending on one’s stance on enterprise and administration, and the concept has not been unified into one established theory. Thus, in this paper, I would like to outline the historical matters and conceptual framework of the brand of American social enterprise centered on America, where marketization is key, and the restructuring of the third sector in Europe. My aim is to define the Japanese Social Enterprise as it relates to these two contexts. |
