Implementing effective social entrepreneurship can result in a better redistribution of wealth and well-being in society. Social mediating technologies are digital transformation tools that can fulfill specific goals and the success of social entrepreneurship. This paper aims to answer the following research question: What makes social entrepreneurship successful and what is its relevance to social mediating technologies? This paper utilizes a meta-analysis method through a review of the literature, data analyses, and inductive reasoning to reach two research propositions: (1) social mediating technologies support the achievement of social entrepreneurship success and social network capabilities, and (2) social mediating technologies and social network capabilities support the realization of social entrepreneurship success. These two propositions have been further validated through industrial data analyses. A conceptual framework has been created and analyzed to portray the research question. The framework has created three constructs, including social mediating technologies, social network capabilities, and social entrepreneurship success. This study contributed to the social entrepreneurship field by adopting technological success factors and establishing the inter-relationships among these three constructs in the framework.

The implementation of green information technology (Green IT) contributes to the accomplishment of environmental sustainability. Corporate social responsibility (CSR) discipline demonstrates the responsibility of enterprises that impacts society. CSR has a strong effect to the economic and societal development enforced by corporate actions. The purpose of this study is to deliberate the emergent effect of environmental sustainability and the possibility of reaching sustainability in society through the joint effort of corporate social responsibility and Green IT. This study proposes a value model that combines the operational procedures of turning CSR and Green IT into the desired value outcome. Two corporate experience analyses are used to illustrate this model’s four stages value creation process.