Challenges and opportunities for social entrepreneurs in civil engineering in Brazil

Abstract

Purpose

This paper aims to identify challenges and opportunities for social enterprises (SE) in civil engineering in Brazil.

Design/methodology/approach

Starting from the transformative social innovation theory and inspired by grounded theory principles, this paper conducts three-stage exploratory research. First, this paper mapped the Brazilian SE civil engineering ecosystem. Next, this paper classified the SE initiatives along with an organizing framework. Finally, this paper conducted 11 interviews with key ecosystem actors and analyzed data through iterative, parallel and interrelated content analysis procedures.

Findings

The 37 SE found were classified along “Sustainability,” “Housing,” “Transportation” and “Sanitation” pillars, which are aligned with the United Nations’ social development goals. This paper found 50 challenges and opportunities, which were aggregated along seven dimensions. Three elements are particularly relevant as opportunities: opportunities for SE with ecosystem supporters, specialized investors and partnership with major companies; while government and early investment are the most relevant challenges.

Research limitations/implications

Research findings and conclusions cannot be extended to other sectors and countries. Usual limitations associated with exploratory qualitative research must also be highlighted.

Practical implications

The government should offer financial and technical support for civil engineering in working in partnership with ecosystem supporters. Academy could use SE content and ecosystem for its students and should offer diverse resources for network creation.

Originality/value

Focusing on civil engineering SE in Brazil, this study sheds light on a high-impact sector that has not been studied yet.

Citation

Vasconcellos, E.F., Leso, B.H. and Cortimiglia, M.N. (2022), "Challenges and opportunities for social entrepreneurs in civil engineering in Brazil", International Journal of Organizational Analysis, Vol. 30 No. 3, pp. 638-651. https://doi.org/10.1108/IJOA-03-2020-2108