ABSTRACT
This chapter discusses a human centered model anchored in three primary drives: Social Entrepreneurship, Labor Market, and Entrepreneurial Spirit, arguing for their positive impact on organizational sustainability and on individual, interpersonal, and solidarity behavior. In a global economy increasingly led by knowledge and information, accumulation of money and material goods can help on the road to attaining wellbeing, but it is a necessary condition and no longer sufficient. In value-creating organizations, salary is important but less relevant than other components of organizational wellbeing. Wellbeing and happiness have been long associated with philosophy, psychology, health sciences, and job security, these are new fields of study in management and organizational development. When organizations adopt social entrepreneurship values and style, wellbeing increases in tandem with increases in social impact that improves corporate reputation. Happiness, defined as subjective wellbeing, partly determines the quality of life of executives, managers and all the people who works for the organization.
