Entrepreneurship in Jordan: the Eco-system of the Social Entrepreneurship Support Organizations (SESOs)

This study aims at assessing the Social Entrepreneurship Support Organizations (SESOs) in Jordan with an updated eco-system reecting the better resourced Social Entrepreneurship eco-system characterized with comprehensive information; covering the stakeholders’ identication data, ongoing projects and initiatives, work scope, and their targeted groups, accurate data based on a well-developed survey and analysis of the survey data by our experts. This study also aims at assessing the SESOs capacity by coincide their desired needs and their actual needs, and limit the social innovation concept variation among the different institutions in the ecosystem. This study provides a survey analysis for the Social Entrepreneurship Support Organizations (SESOs), and an attempt to identify their characteristics and roles in Jordan by adopting the qualitative and quantitative analysis approach as its methodology. Results show that (57.89%) of the SESO’s in Jordan have dedicated programs that focus on women's inclusion, and that (68.42%) are hiring more than 50% in their staff. Besides that, results also show that (59.65%) of the SESO’s in Jordan did not dedicate programs for people with disability (PWD); which is a high portion in neglecting this segment of people. Besides that (54.39%) do not have designed facilities friendly using for people with disabilities. Moreover, results show that (73.68%) had dedicated programs for youth with different age groups and (77.19%) of the SESO’s in Jordan had attempt to identify, understand and actively removing barriers that exist for certain groups of young people in society. Moreover, (70.18%) of the SESO’s in Jordan had organized specic outreach mechanisms to identify, meet, engage, and/or serve different population groups. Finally, results show that (38.60%) of the SESO’s in Jordan had dedicated programs for refugees.


Introduction
Social entrepreneurship is the solution for raising the challenges of sustainable development, which requires improving living conditions for all individuals without an increase in the use of natural resources; as the civilization of a nation is measured by the level of per capita income, far from developing its characteristics, advantages and human contributions.
The value and effectiveness of social capital is focused on social relations, cooperation and trust for achieving economic goals, and it consists of social networks; networks of civic participation, and common customs that have an impact on the productivity of the society, and have a value that affects the productivity of an individual or group. The social sector is considered a key factor for the success of democracy and political participation (Wolf, 2009).
An entrepreneurship ecosystem is de ned as the social and economic environment that affects local or regional entrepreneurship. In addition, this system refers to the elements, individuals, organizations, or institutions that support entrepreneurs and their success before and after the launch their projects (Stam & Spigel, 2016).
The entrepreneurship ecosystem may include a large number of elements called entrepreneurship stakeholders, and this term may include government, schools, universities, the private sector, family businesses, investors, banks, businessmen, social leaders, research centers, worker representatives, students, lawyers, multinational companies, private institutions, and international aid agencies (Mason & Brown, 2014).
To understand more about the characteristics of the entrepreneurship ecosystem, we need to go back to 2010 when the article entitled "How to foment an Entrepreneurial Revolution," written by Daniel Eisenberg, Professor at Babson College, and published in the Harvard Business Review. Eisenberg established some of the rules and collected characteristics that describe these systems in which entrepreneurship tends to thrive. He also suggested, based on examples from around the world, which entrepreneurs are more successful if they have access to the human, nancial and professional resources they need, in an environment where government policies encourage and protect entrepreneurs. In general, the ecosystem for entrepreneurship includes a number of areas: politics, nance, culture, institutional support, people, and markets (Isenberg, 2011).

Problem Statement
Jordan is witnessing a demographic change, the most notable manifestation of this change is in the age structure of the population in favor of the working-age population, and Jordan also suffers from high rates of unemployment among youth, especially among graduates from universities, technical colleges, and training institutes. This phenomenon varies according to gender and governorates, as the participation of women in the labor market decreases, and the desire of young people for selfemployment and the implementation of their own projects for them decreases. The national efforts exerted to enable young people to be entrepreneurs are still below ambitions and have not reached the level at which they can address this situation.
This study provides a survey analysis for the Social Entrepreneurship Support Organizations (SESOs), and an attempt to identify their characteristics and roles in Jordan by trying to answer the following questions: 1. What are the institutions sponsoring entrepreneurship at the national level in the governorates of the Kingdom?
2. What are the services they provide and the challenges they face in empowering young people with entrepreneurship, and their recommendations to overcome these challenges? 3. What is the level of coordination and complementarity of roles between these institutions? 4. What are the organizations' two-liner mission

Literature review
Since the term entrepreneurship appeared in Jordan in the sixties of the last century, and the serious attempts that took place to be a bridge for development in all Jordanian governorates, it did not receive su cient attention for several reasons, most of which are related to the coordination and legislative framework organizing the interrelations within the sector. This naturally necessitated heading to the subsectors that make up the entrepreneurship sector in general, since the urgent need was the main driver in showing these sub-sectors, the most important of which was the social entrepreneurship sector in Jordan, as the concept of social entrepreneurship is considered a method followed by start-up companies or entrepreneurs, including a set of measures aimed at developing, nding and implementing solutions to economic, social, cultural, or environmental issues or other issues that seek to create a safe environment for groups of the society that aim to create an environment to overcome marginalization through education, volunteer youth programs or organizing civil work with a social impact (Alrawadieh & Alrawadieh, 2018).
Social entrepreneurship encompasses a set of opportunities, the most important of which is creating a clear framework to support all segments of society, creating a prosperous and sustainable future and a strong economy capable of growth to reduce poverty and unemployment. In addition to responding to the many of the needs of local communities, which are mainly related to the basic needs of societies, which are the sectors of education, health and the infrastructure (Santos, 2012).
Despite all this, social entrepreneurship and the great opportunities it offers, however, face a set of challenges and obstacles that would signi cantly limit its growth and expansion, which will be re ected in the number of jobs that the sector will create, and the most prominent of these challenges lies in the absence of a legislative framework that organizes the relationship and ful lls the interests of all parties, which is the responsibility of the government to implement (Mehtap, 2014).
The Ambassador of the European Union to Jordan Andrea Fontana said: Social entrepreneurship has become an innovative practical model that helps bring about change and re ects positively on local communities, pointing the experience of the European Union with Jordan to improve its business environment, and in particular by linking business incubators with social entrepreneurs who are looking to make a positive change in their societies by nding sustainable solutions to existing problems (Jordan news agency, 2020).
Social entrepreneurship is the solution to raising the challenges of sustainable development, which requires improving living conditions for all individuals without an increase in the use of natural resources in an effective sustainability capable of preserving resources for future generations, as the civilizations of nations have become measured by the individual's income level, far from developing his characteristics, advantages and human contributions (Azmat, 2013).
The most important effects of social entrepreneurship on the development of any society can be measured in a sustainable manner according to the following levels: Short term level: tangible changes in the society's economy (creating jobs, generating outputs, or increasing savings).
Medium term level: The value of social entrepreneurship is re ected in being a potential model that works on the well-being of society and improving its conditions, and then the success of social entrepreneurship is measured by its ability to increase productivity and development projects.
Long term level: The most signi cant contribution of social entrepreneurship occurs in the long run, and is measured by its ability to create and invest social capital.
In order to proceed with social entrepreneurship, there is the need to increase the number of social business incubators that yield material pro t and do not contradict the public bene t, and their success is measured by the bene t achieved by the society in addition to material pro t. Social entrepreneurs need wider networks to exchange ideas and spread best practices. Isolating those makes entrepreneurship less e cient, and the entrepreneur often tries to come up with his own solutions to overcome this isolation, by collecting and disseminating best practices, and provides a forum for discussion and creation of ideas, and entrepreneurs can exchange communications and linkages with companies, providing a job market of some kind, or conducting joint training (Dey & Lehner, 2017).

Study Objectives
The study aims at assessing the Social Entrepreneurship Support Organizations (SESOs) in Jordan with an updated eco-system re ecting the following objectives: 1. Better resourced Social Entrepreneurship eco-system characterized with: Comprehensive information; covering the stakeholders' identi cation data, ongoing projects and initiatives, work scope, and their targeted groups.
Accurate data based on a well-developed survey.
Analysis of the survey data by our experts.
1. Assessing the SESOs capacity by coincide their desired needs and their actual needs.
2. Limit the social innovation concept variation among the different institutions in the ecosystem.

Study Methodology
Whatever the focus is, qualitative and quantitative analysis approach should be concerned with interpretation of subjective meaning, and description of social context. In addition, the adopted methodology in this study clari es how people in certain contexts come to appreciate, justify, carry out and administer their routine circumstances, and seek to deliver data within the society. Qualitative content analysis can be referred to as a research method for subjective interpretation of the content of text data through the systematic classi cation process of coding and identifying themes or patterns. Amman is the third governorate by area in Jordan: with a population percentage of (42.0%) of the total population in Jordan, and with the Population Density of (571 per km 2 ). The rst two governorates are Ma'an governorate with a population percentage of (1.70%) of the total population in Jordan, and with the Population Density of (5.2 per km 2 ), and Mafraq governorate with a population percentage of (5.80%) of the total population in Jordan, and with the Population Density of (22.4 per km 2 ). Irbid governorate, which is the eighth governorate in area; has the highest Population Density of (1216.2 per km2). Followed by Jarash governorate with the Population Density of (624.7 per km2). Moreover, gure (1) shows these distributions.  (6) illustrates the correlation that indicates a higher individual percentage of the SESOs activities in Balqa governorate (5.95%); which is higher than Amman governorate (2.16%).
Data in gure (4.a) also show that Ajlun governorate had the second lowest percentage of the SESOs operating in the Jordanian governorates (31.96%), and Irbid governorate had the second highest percentage of the SESOs operating in the Jordanian governorates (45.36%). Therefore, in linking these percentages with the population percentages; gure (7) illustrates the correlation that indicates a higher individual percentage of the SESOs activities in Ajlun governorate (17.5%); which is higher than Irbid governorate (2.45%).
In addition, when comparing the third lowest percentage of the SESOs operating in the Jordanian governorates; Ta ela governorate with the percentage of (33.00%) with Karak governorate; the third highest percentage of the SESOs operating in the Jordanian governorates (42.23%), gure (8) illustrates the correlation that indicates a higher individual percentage of the SESOs activities in Ta ela governorate (33.0%); which is higher than Karak governorate (12.78%).
Data in gures (6, 7 and 8) show that, in order to reach fair proportions for the distribution of the SESOs activities in Jordan, population distribution percentages must be one of the main factors, which the activities are distributed upon.  (9) shows these distributions.
Related to these facts, (15.50%) do own a website and are not using social media, (5.51%) do not own a website but using social media, (7.21%) do not own a website and are not using social media. Moreover, gure (10) shows these distributions.
Related to the data in gure (10), as (15.50%) do own a website and are not using social media, (5.51%) do not own a website but using social media and (7.21%) do not own a website and are not using social media; and because everyone is using social media these days, and some are doing it better than others.
Social entrepreneurs in particular should take advantage of the audience, reach, and potential virility of the vast array of mediums to spread their news for better results, and longer-lasting initiatives. A powerful tool, social media, at its core, is a conversation medium that enables people, brands and companies to interact with their target audiences in a meaningful, personalized and helpful way. Today, no business can survive without a powerful online presence, and social entrepreneurs should know this to be true.
They should be urged to use social media for a variety of purposes such as raising awareness or empowering their audience to change and participate in their efforts to make a difference. The rst SESOs registered in Jordan was in 1968, and for showing the period of the creation of these SESOs, the time data is divided every ten years. Moreover, data in gure (12) below show that most of the SESOs in Jordan are created in the last ten years.
In addition, gure (13) below show the distributions of the type of registry of the SESOs in Jordan.
Moreover, and concerning staff size, gure (14) shows these distributions.
Related to these distributions; organizations hiring more the 250 employees are divided into the following percentages according to the type of registration: (33.34%) are non-for-pro t-Society, (33.34%) are governmental organizations, and (33.34%) are distributed equally for (Semi-governmental organizations, for pro t company and other; which is de ned as international organizations. and gure (15) shows these distributions.
In addition, for the organizations hiring from 50 to 249 employees, they are divided into the following percentages according to the type of registration: (44.45%) are non-for-pro t-Society, (33.34%) are other type of registration, and (22.21%) are distributed equally for (Semi-governmental organizations and for pro t company). Moreover, gure (16) shows these distributions.
1.6.3 Qualitative analysis 1.6.3.1 Organization's two-liner mission Whatever the focus is, qualitative analysis approach should be concerned with interpretation of subjective meaning, and description of social context. In addition, this clari es how people in certain contexts come to appreciate, justify, carry out and administer their routine circumstances, and seek to deliver data within the society.
Qualitative content analysis can be referred to as a "research method for subjective interpretation of the content of text data through the systematic classi cation process of coding and identifying themes or patterns". Thus, and after examining the three most prominent grounded theory methodologies; the data concerning the asked question (Organization's two-liner mission is?) will be analyzed upon Strauss and Corbin (1990, 1998) grounded theory (Walker & Myrick, 2006), as it would be the most suitable in this analysis using NVivo 11. This will apply the four-stage data analyzing strategy summarized in Table (1).
Then after analyzing the preliminary codes obtained from the responses with each code representing a signi cant topic of discussion related to the organization's two-liner missions. The concluded saturated codes that were necessary to understand the phenomenon had emerged as shown in table (2).
For the (Antecedents), the main themes comprised the organizations' two-liner mission description according to their answers are illustrated in table (3).
In addition, table (4)  Data analyzed concluded that, it became a credible hypothesis to be validated noting that the grounded theory put forward the approach that did not commence with a hypothesis to be con rmed or refuted. However, it is an area to be extravagantly investigated by the ongoing in-depth analysis until assimilation of the issue had been completed and the procedure sustained. However, it was the phrase of "Economic and social empowerment" as a probable key category that led to the validation of the perceived hypothesis. Therefore, and in the emerging categories, the key category that surfaced was that informants engaged in their attempt to answer the asked question (Organization's two-liner mission is?); "Economic and social empowerment" have established the concept of the generated behaviors that caused positive and negative impacts toward the (Social Entrepreneurship Support Organizations (SESOs)) activates and missions, which could be regarded as the phenomena in the current analysis.
1.6.3.2 Quantitative analysis:SESOs veri cation Data in gure (18) below show the distributions for providing or not providing support services for startups, entrepreneurs or nascent entrepreneurs, as the percentage for those who provide such services is (80.41%) and for those who don't provide these services is (19.59%).
Moreover, for those who are providing support services for startups, entrepreneurs or nascent entrepreneurs; data show that (53.56%) are supporting less than 50 entrepreneurship bene ciaries so far. While (32.30%) are supporting from 51 to 100 entrepreneurship bene ciaries so far, and (3.06%) are supporting from 101 to 500 entrepreneurship bene ciaries so far. In addition, (11.08%) are supporting more than (1000) entrepreneurship bene ciaries so far. Moreover, gure (19) shows these distributions.
Concerning if the (SESOs) provide exclusive support services for social enterprises or social entrepreneurs or nascent entrepreneurs, data also show that, (41.24%) are providing an exclusive and direct support for social entrepreneurs, enterprises and nascent social entrepreneurs in running a social business incubator, which only enrolls social business models, while (58.76%) are opening their support for all types of entrepreneurs. Moreover, gure (20) shows these distributions.
For those who provide exclusive support services for social enterprises or social entrepreneurs or nascent entrepreneurs; their support actions had covered: Nascent social entrepreneurs, those in the formation stage: (Those who are still at the pre-ideation phase, however, have the high-level intention to social entrepreneurship).
Social entrepreneurs in the validation stage: (Those who identi ed their endeavor's main service/ product and validated it).
Social entrepreneurs in the growth stage: (Working on their business model / market t and scaling up their work / internationalization).
Social enterprises in failure / closure phase SE's (helping closing-down SE's to restructure, close or recycle their activities supporting to carry on the consequences).
In addition, the distributions in gure (21) below show the currently ongoing projects for those who are providing exclusive support services for social enterprises or social entrepreneurs or nascent entrepreneurs.

Quantitative and qualitative analysis for the SESOs calci cations
For classifying SESOs in Jordan upon the services provided, the analysis is divided into two categories: organizations providing one single service, and organizations providing multiple services. Moreover, gure (22) shows the percentages of these two categories. services. These services are delivered directly to social enterprises, social entrepreneurs, or nascent entrepreneurs. For mapping these services, they should be categorized in the following order: Category (1): representing training, coaching and education services, the average percentage of these services is equal to (41.93%).
Category (2): representing incubation and fellowship services, and the average percentage of these services is equal to (13.97%).
Category (3): representing advocacy, consultancy, mentorship and legal services, and the average percentage of these services is equal to (20.92%).
Category (4): representing awareness campaigns related to the social ecosystem, ecosystem mapping, acceleration and linkage to opportunities services, and the average percentage of these services is equal to (20.53%).
Category (5): representing media exposure and Networking / Exchange services, and the average percentage of these services is equal to (35.05%).
Category (6): representing funding and awarding and recognition services, and the average percentage of these services is equal to (17.86%).
In light of working in the entrepreneurship ecosystem (either as a social entrepreneur, enterprise or support organization), Moreover, table (6) shows the distributions of the ranking of the challenges based on severity.
Data in table (6) show that (46.25%) of the SESOs in Jordan consider that challenge (3: Lack of funding and nancing) is the most severe challenge, and challenge (9: Poor related education; which will lead to poor quality of social ideas, concepts and projects received by bene ciaries) is the second most severe challenge with the percentage of (44.12%). Moreover, challenge (8: Lack of knowledge related to social business models (revenue generation) came in the third place of severity with the percentage of (32.23%). In addition, in the fourth place came challenge ( Data in gure (27) show that the majority of the SESOs in Jordan nds that the lack of funding and nancing is the rst most severe challenge (re ecting an unstable nancial situation) and the minority of the SESOs in Jordan nds that the lack of funding and nancing is a least severe challenge (re ecting a stable nancial situation).
Fact two: For the second highest-ranking challenge, (44.12%) of the SESOs in Jordan nds that the poor related education is the second most severe challenge, while (12.42%) nd that the poor related education is a least severe challenge. Moreover, gure (28) re ects this fact.
Data in gure (28) show that the majority of the SESOs in Jordan nds that the poor related education is the second most severe challenge (re ecting the poor quality of social ideas, concepts and projects received by bene ciaries). In addition, the minority of the SESOs in Jordan nds that the poor related education is a least severe challenge (re ecting the good quality of social ideas, concepts and projects received by bene ciaries).
Fact three: For the third highest-ranking challenge, (32.23%) of the SESOs in Jordan nds that the lack of knowledge related to social business models is the third most severe challenge, while (11.25%) nd that the lack of knowledge related to social business models is a least severe challenge. Moreover, gure (29) re ects this fact.
Data in gure (29) show that the majority of the SESOs in Jordan nds that the lack of knowledge related to social business models is the third most severe challenge (re ecting a poor revenue generation). In addition, the minority of the SESOs in Jordan nds that the lack of knowledge related to social business models is a least severe challenge (re ecting a good revenue generation). For ranking the SESOs needs based on priority, table (7) shows the high and low priority percentages for the SESOs needs that enable a better interact of the entrepreneurship ecosystem.
Data in table (7) show that the highest priority need is the (Access to nance) with a percentage of (47.84%). Moreover, the second ranked high priority need is the (Direct consultation) with a percentage of (28.56%). In addition, the third ranked high priority need is the (Joining a network to meet similar SESO's) with a percentage of (23.40%). On the other hand the lowest priority need is the (Recruitment support) with a percentage of (30.05%), followed by (Advocacy) as the second low priority need with a percentage of (17.28%).
These results re ects that most of the SESO's in Jordan are in need with a high priority for: And also re ects that the SESO's in Jordan are not in need with a high priority for: 1. Recruitment support

Advocacy
Furthermore, and for ranking the SESOs training needs based on priority, table (8) shows the high and low priority percentages for the SESOs training needs that enable to better serve the entrepreneurship ecosystem.
Data in table (8) show that, the highest priority training need is the (Fundamentals of Fundraising) with a percentage of (36.50%). Moreover, the second ranked high priority training need is the (Financial management) with a percentage of (31.25%). In addition, the third ranked high priority training need is the (Fabrication and modern manufacturing methods) with a percentage of (30.25%). While the fourth highest priority training need is the (How to build an inclusive business model) with a percentage of (29.50%). On the other hand the lowest priority training need is for those who claim that (I am not interested in attending any training need, and do not have any current speci c needs) with a percentage of (35.10%). Followed by (Digital marketing and social media) as the second low priority training need with a percentage of (22.35%). Also followed by (Utilizing technology in hiring and onboarding) as the third low priority training need with a percentage of (17.44%).
These results re ects that most of the SESO's in Jordan are in need with a high priority for these training needs: 1. Fundamentals of Fundraising 2. Financial management 3. Fabrication and modern manufacturing methods

How to build an inclusive business model
Moreover, data re ects that the SESO's in Jordan are not in need with a high priority for these training needs: 1. Any training need 2. Digital marketing and social media 3. Utilizing technology in hiring and onboarding 1.6.6 Quantitative and qualitative analysis for the SESOs sustainability To determine the source or the sources of nance for the SESO's in Jordan; gure (32) below shows the percentages of these sources.
Data in gure (32) show that the highest source of nance for the SESO's in Jordan is the (Donors) with the percentage of (33.75%), followed by the (Private sector funding CSR) source of nance with the in Jordan had attempt to identify, understand and actively removing barriers that exist for certain groups of young people in society. Moreover, (70.18%) of the SESO's in Jordan had organized speci c outreach mechanisms to identify, meet, engage, and/or serve different population groups. Finally, results show that (38.60%) of the SESO's in Jordan had dedicated programs for refugees.

Conclusions
Results show that Balqa governorate had the lowest percentage of the SESOs operating in the Jordanian governorates, and Amman governorate had the highest percentage of the SESOs operating in the Jordanian governorates. And that the highest source of nance for the SESO's in Jordan is the (Donors), followed by the (Private sector funding CSR), and followed by the (Bank loans). In the other hand the least source of nance for the SESO's in Jordan is the (Revenue making), followed by the (Government funding).
Results also show that (77.19%) do provide staff and volunteers with knowledge, skills, and con dence to deliver inclusive work, and (3.51%) do not provide staff and volunteers with knowledge, skills, and con dence to deliver inclusive work, while (19.30%) are not sure if they provide staff and volunteers with knowledge, skills, and con dence to deliver inclusive work.    Correlations between the highest and lowest percentages of the SESOs operating in the Jordanian governorates Correlations between the second highest and lowest percentages of the SESOs operating in the Jordanian governorates Figure 8 Correlations between the third highest and lowest percentages of the SESOs operating in the Jordanian governorates Figure 9 Distributions of the SESOs employment of the Internet Figure 10 Distributions of the SESOs employment of the Internet and social media Figure 11 Distributions of the use of social media  Distributions of the organizations providing or not providing support services for startups, entrepreneurs or nascent entrepreneurs Figure 19 Percentages of supporting entrepreneurship bene ciaries so far  The distributions of the four most severe challenges facing the SESOs in Jordan Figure 26 Severity correlation of the highest-ranking challenge Figure 27 The distributions of the severity of the highest-ranking challenge

Figure 28
Page 42/50 Severity correlation of the second highest-ranking challenge Figure 29 Severity correlation of the third highest-ranking challenge Figure 30 Severity correlation of the fourth highest-ranking challenge  The sources of nance for the SESO's in Jordan  Agreeing and disagreeing with that, social and non-for-pro ts project developing revenue generation arms, it harms their reputation Providing staff and volunteers with knowledge, skills, and con dence to deliver inclusive work

Figure 40
Applying website and online accessibility functions