Chester Clinic

 

Unpacking ‘give back box:' a social enterprise at the intersection of leadership, innovation, and sustainability

J. Technol. Manag. Innov. 2016. Volume 11, Issue 1 Unpacking ‘Give Back Box:' A Social Enterprise at the Intersection of Leadership,
Innovation, and Sustainability
Eduardo Barrientos 1*, Anne H. Reil y 1 Abstract: Once the domain of government agencies and non-profit organizations, a social enterprise integrates social benefits such as employment
and sustainability into a for-profit firm's mission. The social enterprise (SE) bottom line includes both economic and social value, reflecting an intersection of the Jesuit leadership tradition with commercial business enterprise. This case study describes the start-up of Give Back Box (GBB), a Chicago-based social enterprise that supports recycling and repurposing. GBB's business model involves providing a convenient, no-cost opportunity to follow up an online purchase by recycling the shipping box to forward unneeded items to charities.
GBB was founded in 2012 by two entrepreneurs with expertise in global business as well as online retailing. Thus, this case also addresses the en- trepreneurial dimension of SE by il ustrating the close link between social enterprise and social entrepreneurship. Following its initial pilot phase, GBB has grown steadily, receiving impressive media coverage that has included articles in Forbes, Fast Company, and a feature on NBC's ‘Today' show. In 2013 another partner joined GBB: a Colombian engineer with an MBA from a U.S. Jesuit business school who has sought to apply busi- ness principles and Jesuit values in his work as a GBB partner. This case study describes the start-up's inception, its mission and business plan, and its achievements to date, together with recommendations for other SE start-ups.
Keywords: social enterprise; recycling; online retailing
21st International Association of Jesuit Business Schools (IAJBS) 18th Colleagues in Jesuit Business Education (CJBE) Unpacking ‘Give Back Box:' A Social Enterprise at the
In addition to its social mission, another key attribute of social en- Intersection of Leadership, Innovation, and Sustainability
terprise is its creative and innovative nature. Austin, Stevenson, and Wei-Skillern argue that the SE activity is characterized by the creation Once the domain of government agencies and non-profit organiza- of something new, rather than simply the replication of existing en- tions, a social enterprise integrates social benefits such as employment terprises or practices (2006, p. 2), while Luke and Chu (2013) note and sustainability into a for-profit firm's mission. Thompson and that SE creates positive change through innovative products, services, Doherty define social enterprises as "organizations seeking business and/or processes that effectively address social needs. By definition solutions to social problems" (2006, p. 362), and prior research has social entrepreneurs recognize, create, and exploit opportunities noted that social ventures and entrepreneurs seek to bring together (Thompson & Doherty, 2006), and SE leaders are change agents who economic value and social value creation (Woolley, Bruno, & Carlson, use entrepreneurial skil s in crafting innovative responses to social 2013). Teaching students about creating and leading social enterprise problems (Kim et al., 2011).
(SE) is especial y appropriate for Jesuit business schools, given that social enterprise involves recognizing opportunities, mobilizing re- This case study examines the start-up social enterprise Give Back Box sources, and triggering positive change in multiple domains (Kim, (GBB), a Chicago-based organization that supports recycling and re- Rivas, & Snodgrass, 2011). For example, many SEs focus on sustainability purposing. GBB began in the online retailing domain, where some 12 issues, seeking to correct economic, social, and political systems that million boxes are shipped by U.S. retailers every day. GBB provides impoverish people and degrade the environment (Reil y, 2013). SEs a convenient, no-cost opportunity to follow up an online purchase participating in Santa Clara University's Global Social Benefit Incu- by recycling the shipping box to forward unneeded items to chari- bator have generated research into the various business models that ties (see http://givebackbox.com/). GBB works with online retailers may be adopted by a social venture (Woolley et. al., 2013). An effec- to provide prepaid mailing labels addressed to Goodwill Industries. tive social enterprise uses multiple metrics to recognize healthy so- A consumer purchasing a product online from a participating retailer cial returns—e.g., fighting poverty, increasing educational opportu- receives (as usual) the purchase in its shipping box--plus a GBB label. nities, and improving the environment--as well as economic returns The purchaser is encouraged to fill the box with gently used, unwanted (Thompson & Doherty, 2006; Vickers & Lyon, 2014). Thus, the SE clothes or household goods; seal it; add the GBB label; and send it bottom line reflects the intersection of the Jesuit leadership tradition free of charge via the U.S. Postal Service or United Parcel Service to with commercial business enterprise (Kim et. al., 2011). Goodwill Industries. Shipping charges are paid by Give Back Box (1) Quinlan School of Business, Loyola University Chicago.
* Corresponding author: areil [email protected] ISSN: 0718-2724. (http://jotmi.org)Journal of Technology Management & Innovation Universidad Alberto Hurtado, Facultad de Economía y Negocios.
J. Technol. Manag. Innov. 2016. Volume 11, Issue 1 with special discounts from the carriers used, and the tax form to and household items were solicited from donors, and poor local res- claim the related tax deduction is available on the GBB website. Table idents were trained and hired to repair the used goods, which were 1 provides an overview of the GBB model. then resold or redistributed. Goodwill has grown from its Boston roots to over 2,900 not-for-profit resale stores throughout the coun- Table 1: The Give Back Box Model
try that generated $3.79 billion in retail sales in 2013. While its primary operations are in the U.S. and Canada through 165 member agencies, Goodwill also maintains a presence in 14 other nations. Its oldest international member, Instituto de Buena Voluntad, was founded in 1925 in Montevideo, Uruguay. In 2013, over 260,000 people earned a job with Goodwil 's assistance, and nearly 10 mil ion accessed Goodwill services towards career development and finan- cial literacy. The organization's mission statement (http://www.
goodwil .org) explains, Goodwill works to enhance the dignity and quality of life of individuals and families by strengthening communi- ties, eliminating barriers to opportunity, and helping people in need reach their full potential through learning and the power of work.
The GBB partnership with Goodwill encourages consumers to do- nate their no-longer-needed goods, benefiting from a tax deduction Source: Company website while helping the Goodwill social enterprise raise money for its mission. A Brief History of Give Back Box
From Goodwil 's perspective, the GBB connection provides a signif- icant source of cost-effective procurement. Founder Ms. Wiela ex- GBB was founded in 2012 by two entrepreneurs with different areas plains, "When I started talking to Goodwil , they told me their biggest of expertise and business backgrounds. Ms. Monika Wiela, a mar- challenge is a lack of donations. People are busier and busier and keting executive, was already a successful entrepreneur in founding they don't have time to drive to the store," (Schiller, 2014). First Re- StyleUpGirl.com, an online business retailing women's shoes. The search market research firm (2015) noted that a resale organization's idea for GBB was sparked when Wiela encountered a homeless man profitability is determined by efficient procurement as well as effective asking for shoes. Frustrated by her inability to match her company's resources with the man's needs, she developed a creative intermediary solution: Give Back Box. Operational expertise for GBB was provided The GBB Business Model
by Mr. Biswasree Debnath, an operations and strategy executive with 15-plus years of experience working with global Fortune 500 compa- Like any commercial venture, the GBB business model involves multi- nies. A third partner joined GBB in 2013: Mr. Eduardo Barrientos, a ple stakeholders (described in Table 2), ranging from the SE's partners Colombian engineer with an MBA from a U.S. Jesuit business school. to Goodwil 's clients. The SE focus means these stakeholders engage The Appendix provides brief biographies of Give Back Box's three in supporting GBB's social mission. As Kim, Rivas, and Snodgrass (2011) suggest, responsible leaders set precedent through their ac- tions of what will eventual y be regarded as ‘good' (or ‘bad') business Ms. Wiela used her shoe company to pilot test the GBB idea and to practices. The GBB start-up encourages potential retail partners to conduct some exploratory research with Newegg.com, an electronics join its network for both economic and social y responsible reasons. retailer. The donations return rate from this preliminary venture en- couraged the GBB partners to believe they could aspire to an effective Economic benefits include stronger brand engagement with cus- return rate of around 7-8%, given active participation from online tomers and providing a no-cost option to reduce packing waste (for retailers (Upbin, 2014). Initial funding for the social enterprise was both retailer and their customers). The social benefits are twofold: provided by what Austin and his colleagues (2006, p. 11) call the tra- (1) The GBB model recycles cardboard packaging, and (2) Goodwil ditional three ‘F's for start-ups (friends, family, and fools). In 2014, uses the donated goods to support its own mission of job training Give Back Box's partners launched their innovative donation model and community-based services. According to Goodwil , one large with four retailers and Goodwill Industries. The start-up's motto: No box of donated clothes provides 1.1 hours of on-the-job training.
Box Left Behind. Social value is thus created for Goodwil 's clients, GBB's clients, and participating consumers. Stormy Simon, President of Overstock, For its first donation partner, Give Back Box went to the largest is quoted on GBB's website: "Our culture at Overstock is focused retailer in the U.S. resale domain: Goodwill Industries, itself a so- around doing the right thing and giving back to the community.
cial enterprise. Goodwill was founded in Boston in 1902 by Edgar The partnership with GBB is an opportunity to assist our customers Helms, a Methodist minister and social innovator. Used clothing in doing just that." ISSN: 0718-2724. (http://jotmi.org)Journal of Technology Management & Innovation Universidad Alberto Hurtado, Facultad de Economía y Negocios.
J. Technol. Manag. Innov. 2016. Volume 11, Issue 1 Table 2. Key Stakeholders in Give Back Box
statistics show that over 90% of all products shipped in the U.S. are • Partners who created and lead the GBB social enterprise distributed in corrugated cardboard boxes. In 2013, United Parcel Service (UPS) alone delivered 4.3 billion packages and documents • Online retailers willing to include the GBB label in the product global y. According to industry giant Waste Management (2015), boxes shipped to their customers. To date: recycling one ton of cardboard saves 24% of the energy required to produce virgin cardboard ( 46 gallons of oil) plus over 9 cubic yards of landfill space. But although some 80% of retailers and grocers re- cycle their cardboard, only about one-third of U.S. household are ac- tive recyclers. Despite encouragement from major online retailers to · StyleUpGirl.com.
encourage cardboard recycling, many online shipping packages end • Other supporters who provide development advice and publicity up in garbage landfil s instead of recycling facilities. GBB provides an for GBB, such as: easy, no-cost opportunity to repurpose and ultimately recycle shipping · Forbes, Fast Company, Crain's Chicago Business and Revia Magazine boxes in the online retail domain, and resale shops present a natural · Loyola University' s Quinlan School of Business solution for reusing clothing and household goods.
· TEDx ITT, Technori, and TimeMaker's Executive Assistant.
• Consumers receiving packages from these online retailers who are Beyond Thrift Shops
willing to fill the boxes with unneeded goods. Note: No purchase is necessary. Anyone can print the GBB label from the organization's Resale is a big business in the U.S., especial y when the economy is website, affix it to a box of donated items and ship it, at no cost, to not strong. According to the national trade group Association of Re- sale Professionals (NARTS), the U.S. resale industry comprises some • The intermediary shipping services from customer to the charity: $13 billion in annual revenues and is one of the fastest growing seg- · U.S. Postal Service ments of retail (NARTS, 2015). NARTS' data indicates that the U.S. · United Parcel Service.
marketplace includes more than 25,000 resale, consignment, and not- • The charitable organization receiving the donated, shipped items for-profit resale shops. In recent years, new stores have entered the domain and existing organizations have opened additional locations · Goodwill Industries at an annual growth rate of about seven percent. The consumer re- • Ultimate beneficiaries: the people served by Goodwill in its own search firm First Research estimates that some 25% of resale revenues social enterprise.
are derived from used clothing (First Research, 2015).
Given the GBB emphasis on online retailing, the start-up's target Resale clothes shopping attracts consumers from all economic levels market has been millennials in their late twenties to late thirties. who share the thrill of finding a treasure and saving money. Shifting Give Back Box partners believe these consumers are most likely to consumer tastes and demographics, such as an increase in younger engage in online purchases, respond to GBB's mission by donating, and shoppers, have also driven a rising demand for second-hand goods. share their experiences with others through social media. Young According to one 18-year-old consumer, she loves thrift shopping be- consumers are alert to brand visibility, which in turn may guide cause ‘you can find unique pieces that you would normal y pay an arm their purchasing decisions (Goldfarb, 2015) and post-purchase be- and a leg for in an upscale boutique' (Tulley, 2012). NARTS (2015) havior. In essence, Give Back Box seeks to support a paradigm shift reports that about 17% of Americans shop at a thrift store during a in the online retail domain, enabling consumers to reuse shipping given year, compared to some 20% purchasing goods in apparel or boxes to generate charitable donations so that giving back becomes department stores. Resale stores have responded with noticeable up- a normal part of the online shopping experience. grades in merchandising strategies. An industry executive noted that the resaler image has shifted from a dimly-lit shop selling outdated In establishing their SE start-up, GBB's founders recognized a confluence clothes to a clean, well-organized store providing attractive merchan- of three important shifts in the environmental and economic context for dise (Tulley, 2012). retailing. First, drawing on their own business expertise, they con- sidered the sharp rise in shipping boxes driven by the growing popularity Too Much Stuff
of online shopping. Second, they researched market trends and consumer preferences in the U.S. resale industry, with a focus on non-profit orga- The third factor considered by the GBB founders in their SE business nizations such as Goodwill Industries. The third factor they addressed model is the willingness of U.S. consumers to donate their unneeded was the willingness of consumers to donate their unneeded clothes and clothes and household goods—especial y if convenient and at no household goods—especial y if convenient and at no cost.
cost. The NPD Group, a market research firm, estimated that a typical American home has some $7,000 worth of unused stuff (Berman, 2011), All Those Boxes
and many Americans regularly ‘spring clean' to discard clothing and household goods accumulated over time. According to a recent Wal The GBB start-up began with the online retailing domain, where Street Journal article entitled "The cult of tidying up" (Maloney & Fu- some 12 million boxes are shipped by U.S. retailers daily. Supply chain jikawa, 2015), major resalers have reported a steady rise in donations ISSN: 0718-2724. (http://jotmi.org)Journal of Technology Management & Innovation Universidad Alberto Hurtado, Facultad de Economía y Negocios.
J. Technol. Manag. Innov. 2016. Volume 11, Issue 1 of clothing and household goods: "Across the U.S., Goodwill Indus- An overview of the key strengths, weaknesses, opportunities, and tries International saw 4% more in-kind donations in 2014 than the threats (a SWOT analysis) for the GBB start-up is presented in Table previous year." (2015, p. D2) 3. As shown, a social enterprise relies on a strong reputation coupled with stakeholder engagement for its continued growth (Luke & Chu, GBB Achievements To Date
2013), so Give Back Box must continue to increase its visibility. For GBB, determining what makes potential donors engage with GBB is While evaluating performance is important for any business, measuring critical: Without boxes of donations being shipped, the entire system social impact is especial y relevant for a social enterprise (Forbes, col apses. GBB has received impressive media coverage to date, in- 2013; Austin, et al., 2006). For Give Back Box, key performance met- cluding articles in major business publications including Forbes and rics include measures such as number of donations shipped, pounds Fast Company as well as a feature on NBC's ‘Today' show; see https:// of cardboard diverted from landfil s, and net impact concerning Goodwill Industries' objectives. By June 2014, founder Wiela had ar- the digital consumer marketplace demands a social media presence ranged more than a thousand donations to Goodwill (Schiller, 2014), to offer a technology-facilitated, two-way interactive experience be- and over 600 hours of job services have been provided from revenues tween organizations and individual consumers (Kaplan & Haenlein, generated from selling GBB donations. Other detailed measures are 2010). Give Back Box maintains a presence on a variety of social me- not yet available, because Goodwill Industries has requested Give dia channels, including accounts on Facebook (about 1100 ‘Likes' to Back Box to channel all performance data through Goodwil . As the date) and Twitter (700-plus followers).
enterprise grows, future metrics could include the number of boxes sent to Goodwill and saved from landfil s, donor demographics, and click-throughs on the GBB website. Table 3. SWOT Analysis for Give Back Box
• Creative SE offering sustainability & convenience to users • Business model relies on dispersed target market • Innovative yet simple business model • Brand recognition limited to retail partner customers • Requires minimal investment, no bricks & mortar • Call for action is difficult: What is value proposition to donors? • Experienced partners • Unfocused marketing resources • Strong media recognition of its positive brand image • Partners involved in other enterprises • Exclusive partnership with Goodwil • Inefficiencies in Goodwill partnership • Significant potential for growing retail partners & customer/donors • Paradigm shift required to change online customer habits • Supportive trends for recycling, repurposing, & sustainability • Potential donor partners may donate in other ways • Involve partners beyond Goodwil • Low entry costs for potential competitors • Expand business model to include other donor markets • Increased shipping costs would have disproportionate impact Recommendations for Social Enterprise Start-Ups
1. Strong leadership is key, as is the wil ingness to seek advice from out- side experts. In their analysis of eleven social enterprises from around the As discussed above, launching a start-up social enterprise like Give world, Thompson and Doherty (2006) note that one (or more) pivotal Back Box is a challenge. Fledgling SE organizations face an ever-chang- social entrepreneurs are general y needed for a SE's success. Research ing business landscape that requires new ways of operating and dif- on start-ups, whether social or commercial enterprises, has also iden- ferent measures of company performance. In this section, we provide tified the importance of fundamental business knowledge as well as suggestions for social entrepreneurs seeking to enhance their effectiveness product/ service expertise (Woolley, et. al, 2013; Austin, et al., 2006). In in creating and growing a new SE, linking these recommendations to the case of Give Back Box, the three pivotal partners have significant examples at Give Back Box.
experience in online retailing and business management, but they are ISSN: 0718-2724. (http://jotmi.org)Journal of Technology Management & Innovation Universidad Alberto Hurtado, Facultad de Economía y Negocios.
J. Technol. Manag. Innov. 2016. Volume 11, Issue 1 also willing to seek advice. For example, Wiela has relied on advice and 4. Change in any organizational domain takes time and effort. support from a mentor with significant experience in entrepreneurial Not only must a SE's leadership team develop their internal opera- start-ups. Barrientos has col aborated with several faculty at his alma tions, they also must support corresponding change in external mater in organizing student projects around GBB's needs and explored stakeholders as wel . As noted above, Give Back Box is striving possible partnerships with the university's sustainability office. for a paradigm shift in online retailing in which donating back becomes part of the purchase process. Such a shift takes time. In Understanding the SE's target market is essential for its addition, developing relationships with valuable partners may growth. Any new start-up must engage its target audience, but a require patience and persistence. GBB has found that working social enterprise has the additional challenge of effectively trans- with Goodwill can be challenging because the multi-billion- lating its social mission. Potential consumers need to recognize, dol ar non-profit moves at a much slower pace compared to a understand, and believe in the SE's social values before participat- new venture like GBB. For example, a nationwide rollout origi- ing in its operations (Woolley, et al, 2013). Give Back Box pro- nal y planned for late 2014 was phased out, replaced by adding vides two means of contributing to social objectives: recycling another center in February 2015. GBB partners must consider and donating. Yet as noted earlier, some two-thirds of Americans how to maintain the SE's independence while continuing to grow do not recycle, and consumers who donate may give to church the brand at their own pace.
rummage sales or parking lot depositories instead of via GBB. For the venture's success, GBB must identify and reach target markets 5. Stay true to the start-up's social y-driven mission. The primary dis- for whom its values and business model resonate.
tinguishing characteristics of social ventures are their missions and their funding sources (Woolley et al., 2013). Thus, maintaining the Marketing and communication are critical components of focus on a SE's fundamental values and social value metrics is key for the SE's business plan. Sharing the social enterprise story with a responsible SE leadership (Kim, et al., 2011). Give Back Box keeps wider audience is essential for nurturing the start-up's continued their SE focus front-and-center, using their website to clearly outline growth (Forbes, 2013). Traditional media channels (e.g., business the SE's sustainability impact across all three dimensions of the triple magazines and television) are useful in this regard, as are social media platforms (e.g., Facebook, Twitter, and YouTube). Because GBB has no bricks-and-mortar presence, it has worked hard to · Environmental. GBB notes the 12 million boxes shipped daily establish a visible media and digital presence. Current projects through online retailers and the opportunity provided by GBB to re- include developing GBB's marketing campaigns, enhancing the duce, reuse, and recycle.
GBB website, and increasing its public relations efforts, including · Social. "Through making the item donations process both ‘conve- messages and contracts with media channels. Table 4 provides an nient and hassle-free,' the aim is to change the way people donate and example of a tweet about Give Back Box from LOFT, one of GBB's so enable charities to collect donations in abundance to help them retail partners.
carry out their mission-critical work." (http://www.givebackbox.com) · Economic. For the donor, GBB emphasizes the cost-free, time-saving Table 4: Retail Partner Tweet Posted on Facebook
process. For the retailer partners, GBB explains how they provides their customers with convenience. For the charities, the economic benefits of fund-raising, meeting goals, and helping the economy are Next Steps for Give Back Box
According to research by Vickers and Lyon (2014), a social enter- prise's growth strategies are shaped by the founders' values and rela- tionships, the core team's skil s and capabilities, and the influence of the communities in which they operate. Drawing from their own values and expertise, GBB's founders and partners have targeted several areas for the SE's continued growth. Their first objective is refining the exist- ing framework supporting a sustainable model of donation delivery, seeking greater market penetration among online retail consumers. While GBB has gained good media coverage and a presence on the major social media channels, consumer engagement, as measured by number of followers and likes, must be increased. A second key goal is developing more retail partnerships beyond the five currently in place. Ms. Wiela has contacted Amazon and other Source: Company Facebook page major online retailers about their interest, but at present their volumes ISSN: 0718-2724. (http://jotmi.org)Journal of Technology Management & Innovation Universidad Alberto Hurtado, Facultad de Economía y Negocios.
J. Technol. Manag. Innov. 2016. Volume 11, Issue 1 are too big for GBB to handle (Updin, 2014). Wiela and her partners First Research. (2015, February 9). Used merchandise stores industry may also consider non-retail shipments for donations, such as per- profile quarterly update.
son-to-person Federal Express boxes or moving boxes from U-Haul. Another potential growth area would be to expand GBB's charity partnership beyond the current exclusive relationship with Goodwill Industries. Alternatively, GBB may explore the possibility of leverag- Forbes. (2013, February 1). 7 steps for starting a social enterprise. ing Goodwil 's advertising activities, seeking to piggyback on its cen- Retrieved from: http://onforb.es/14vfMnZ tury-plus tradition of social enterprise. Other ideas include working Give Back Box website. (2016). Retrieved from http://givebackbox.com/ with universities and/or public sector entities (e.g., schools and local governments) in donating used or unwanted goods. Goldfarb, Z.A. (2015, February 28). 8 things millennials want—and don't want—show how different they are from their parents. Wash- At this point, diversifying to potential markets beyond the United ington Post. Retrieved from States is low on GBB's priority list. Future research is needed about the resale industry's parameters in different countries; i.e., how do other nations' consumers dispose of unwanted clothes, household goods, and electronics? While Goodwill Industries does have inter- national partners, their business models differ across nations. Several Goodwill Industries website. (2015). Retrieved from dimensions may be important in targeting a country for expansion, http://www.goodwil .org/ including population wealth, level of development, and shipping in- frastructure. For example, when GBB explored Canada's potential as Jablonowski, A. (2015, March). Giving back one box at a time. Revia, a logical country for expansion, they learned that not only is the Ca- 8, pp. 20-24.
nadian population smaller and more dispersed than the U.S., but also that the shipping supply chain is less-developed. Shipping costs— Kaplan, A.M. & Haenlein, M. (2010). Users of the world, unite! The GBB's biggest expense--would thus be higher, adversely impacting challenges and opportunities of Social Media. Business Horizons, 53, profits. At present, GBB's resources remain focused on its U.S. market, with international growth as a longer-term objective. But wherever their path may lead them, GBB's founders intend to stay committed Kim, J-H, Rivas, R., & Snodgrass, C. (2011). Where in the world is St. to their original social enterprise goals. As Barrientos stated, "I'm Ignatius Loyola? Jesuit business education for a globalized market- thrilled about this, because now what I'm doing professional y aligns place. Journal of Jesuit Business Education, 2(1), 65-78.
with what I want to do with my life. This is such a simple concept, but I think it can make a sustainable social and environmental difference." Luke, B. & Chu, V. (2013). Social enterprise versus social entrepre- neurship: An examination of the ‘why' and ‘how' in pursuing so- cial change. International Smal Business Journal, 31(7), 764-784. An earlier version of this paper was presented at the 21st annual IAJBS Maloney, J. & Fujikawa, M. (2015, February 27). The cult of tidying World Forum at the Universidad Católica del Uruguay, Montevideo, up. The Wall Street Journal, pp. D1-D2.
in July 2015. Suggestions from the reviewers and participants are grateful y acknowledged.
NARTS (The Association of Resale Professionals). (2015). Industry statistics and trends. Austin, J., Stevenson, H., & Wei-Skillern, J. (2006). Social and com- mercial entrepreneurship: Same, different, or both? Entrepreneurship Reil y, A.H. (2013). Educating responsible leaders through adding a Theory and Practice, 30(1), 1-22. sustainability dimension to business courses. Journal of Jesuit Business Education, 4, 89-110.
Berman, S. (2011, July 6). Turn your old junk into cash. Examiner. Schiller, B. (2014, June 24). Give Back Box: Goodwill donations for com: Personal Finance. Retrieved from http://www.examiner.com/ar- the internet shopping era. Fast Company. Retrieved from Busiek, A. (2014, Fall). Cardboard with a cause. Loyola Magazine. Re- trieved from http://www.luc.edu/umc/loyola-magazine/fall2014/ Thompson, J. & Doherty, B. (2006). The diverse world of social enter- prise: A collection of social enterprise stories. International Journal of Social Economics, 33(5/6), 361 – 375.
ISSN: 0718-2724. (http://jotmi.org)Journal of Technology Management & Innovation Universidad Alberto Hurtado, Facultad de Economía y Negocios.
J. Technol. Manag. Innov. 2016. Volume 11, Issue 1 Tul y, J. (2012, July 5). Recession has many looking thrift store chic. an early age, she moved to Chicago in 2006, where she created her USA Today.
own online shoe retail companies, Style Up Girl (U.S.) and Style Up (based in Poland), selling youthful and fashionable styles at affordable prices. Ms. Wiela's desire to use her initiative and talents towards the common good prompted her to found Give Back Box. Now a Los An- Upbin, B. (2014, April 3.) Online shopping is now an act of charity geles resident, Ms. Wiela continues to explore new avenues of self-ex- with Give Back Box. Forbes. ploration, including running marathons.
Vickers, I. & Lyon, F. (2014). Beyond green niches? Growth strategies Biswasree Debnath was born in India and educated in England, earn- of environmental y-motivated social enterprise. International Smal ing his M.S. in electronics from the University of Wales, as well as his Business Journal, 32, 449.
MBA. His expertise is operations and strategy, and he has over 15 years of experience working with FTSE 100 and Fortune 500 compa- nies in developing strategy, driving supply chain effectiveness, imple- Waste Management. (2015). Recycling facts & tips. Retrieved from menting enterprise resource planning systems, and helping organiza- tions to launch new businesses. In June 2012, he partnered with Ms. Wiela to use his deep operational knowledge to support Give Back Box and its social enterprise mission.  Mr. Debnath currently lives in Woolley, J., Bruno, A., & Carlson, E. (2013). Social venture business Los Angeles, California. model archetypes: Five vehicles for creating economic and social value. Journal of Management for Global Sustainability, 1(2), 7-30.
Mr. Barrientos was born, raised, and educated in Colombia, earning Appendix: Give Back Box Partner Backgrounds
his B.S. in industrial engineering from Pontificia Universidad Jave- riana. He moved to the U.S. in 1998, where he has worked for 12- Monika Wiela
plus years in management consulting for several global organizations. While studying for his MBA at Loyola University Chicago, Mr. Barrien- Monika Wiela was born and raised on a small farm in Poland. She tos met Ms. Wiela. This coincidence served as the catalyst for him to received her master's degree in marketing and business administra- pause and reflect about his passions and future, culminating in his tion from the University of Humanities and Economics in Lodz. In commitment to Give Back Box, where what he is doing professional y Poland, she worked in corporate sales positions for PolPharma, Lu- aligns with what he wants to do in life. He is an avid soccer and For- cas Bank, Johnson & Johnson, and Nestle. Interested in travel from mula 1 racing fan and a general aviation pilot.
ISSN: 0718-2724. (http://jotmi.org)Journal of Technology Management & Innovation Universidad Alberto Hurtado, Facultad de Economía y Negocios.

Source: https://www.jotmi.org/index.php/GT/article/download/C39/1009