This abstract book includes all the abstracts of the papers presented at the 11th Annual International Conference on Business: Accounting, Finance, Management & Marketing, 1-4 July 2013, organized by the Athens Institute for Education and Research. Policymakers should take these concerns into account throughout the process of introducing new social enterprise laws within a jurisdiction. Without strategic implementation and brand awareness, the odds are likely that hybrid corporate legislation will be left unused – a lost opportunity. They could circumvent resources traditionally used toward the non-profit sector, and they may simply promote a neoliberal agenda and the shrinking of government responsibility. But social enterprise laws could also thwart mainstream reform efforts. With proper strategic implementation, hybrid alternatives could become the new legal tool that ignites the growth of social innovation from the private sector. While one may assume that the implementation of social enterprise laws can only help to advance social progress, this would be an incomplete – and, at times, incorrect – answer. This chapter considers these early lessons and provides a framework for the strategic implementation of social enterprise laws when warranted within a nation’s corporate landscape. Experiences from the American low-profit limited liability company, the British and Canadian community interest company, and attempted cross-border implantation of the American benefit corporation in Canada offer valuable lessons for legislators contemplating new social enterprise laws to address the needs of their constituents. The growing body of law that is developing alongside the international proliferation of social enterprises has had its share of successes and failures.
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