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The purpose of this paper is to contribute to a better understanding of how a social enterprise opportunity is brought to fruition in an emerging market.

This real-time longitudinal case study tracks the emergence of a micro-franchise start-up from conception to inception. Using a narrative perspective as a conceptual lens focuses attention on the relational, temporal and performative elements of the interactive process that occurs between social entrepreneur(s) and the environment(s). While interviewing provides the primary source of evidence, multiple data collection methods were utilized.

The analysis of the process elements centres on the narratives of the micro-franchise co-founders and other key informants that prompt action aimed at bringing the opportunity to fruition, showing how the social entrepreneurs bring the inside out and the outside in.

Despite challenges to the appropriateness of Western management theory within emerging markets, this study has shown that theory at a sufficiently high level of abstraction can be useful. It also demonstrates the need to study process over time and be inclusive of the range of stakeholders and contexts that influence it.

The findings indicate that social enterprise start-up is a co-creative process that evolves in unpredictable ways over time. Beyond start-up, only time and further study will determine whether social enterprise will prove to be the panacea for poverty and marginalization that governments expect.

This research gains real-time insight into social enterprise emergence. It underscores the multi-dimensional nature of context and provides evidence indicating that the relationship and influence between social entrepreneur(s) and their environment is not one way.

Social entrepreneurs in both the developed and the developing countries have established social enterprises with the intent of solving social problems leveraging social innovations that create sustainable social impact goals. The research gap that calls for this research is the question: ‘Are social problems, social objectives, social activities, social outputs, social outcomes and social impact goals of social enterprises the same in the developed and the developing countries?’ Against the above backdrop, this chapter presents a comparative discourse of cases of social enterprises in the developed and developing countries using the Theory of Change framework to provide answers to the above research question. The chapter adopts a qualitative research method to generate rich findings from diverse cases, reports, articles, and other secondary sources from the developed and developing economies. To ensure academic rigour and objectivity, a sample of 50 scholarly works on social enterprises were reviewed, which produced in-depth insights on the subject. Additionally, 16 cases on social enterprises from the developed and developing countries were purposively selected and meticulously analysed using the content analysis (CA) and the thematic analysis (TA). The first finding revealed that the social enterprises in the developed countries focused on ‘the secondary-level social issues’ such as education, health, environmental issues, psycho-social disabilities, wealth inequality, integration enterprises, work-integration services, financial exclusion, and gender balance. This is the focus of Ashoka, Children Commissioner, Allen Carr Easyway, Angaza Design Inc., Bridge International Academies, and others. The second finding indicated that the social enterprises in the developing countries focused on ‘the primary level social issues’ such as illiteracy, poor school enrollment, unemployment, poverty, social exclusion, gender imbalance, weak healthcare system including hygiene and sanitation. This is the focus of VisionSpring, Danone Clover – Daniladies and Danimama, Unjani Clinic NPC, Indego Africa, and others. The implication of the findings is that irrespective of continental contexts, social enterprises are established to bridge critical social problems, hence their philosophy transcends geographical contexts. The chapter concludes with a summary of insightful information and suggestions, which could trigger more empirical research on the subject.

This paper, using a case study on Jibu, a water distribution chain that distributes bottled water in Africa, aims to underline the importance of social relationships and communication within franchise chains operating in the social sector in developing countries and their contribution to the clarification of the concept of social franchising.

The research is based on a case study of Jibu, a water distribution chain composed of 122 franchised units and 2,100 independent retailers. The primary data were gathered through an analysis of in-depth interviews with 67 people (Jibu co-founder, headquarters staff, franchisees, micro-franchisees and customers) in Uganda and Rwanda.

The findings showed that the extent and richness of social relationships and communication existing within the Jibu chain are not limited to top-down and build a feeling of belonging to a family. These social relationships and communication are key characteristics of social franchising.

This research can assist franchise experts, franchisors and franchisees to better assess the importance of social relationships and communication in social franchise chains in developing countries and help national and local governments better understand how franchising works in the social sector.

Franchising is not limited to hotels, restaurants and retail businesses. Franchising can be applied to businesses that have social goals, in addition to profit goals. For example, the Jibu franchise is a relevant and efficient solution to providing the African people with access to drinking water at an affordable resale price. This paper, thus, contributes to increasing the awareness of this franchising phenomenon in social sectors in developing countries and in Africa, in particular.

Access to drinking water is an important issue in many developing countries, above all in African countries. Franchised water services are an innovation in terms of a business model in developing countries with micro-treatment plants run by franchisees and small units run by micro-franchisees or retailers, both franchisees and micro-franchisees being local entrepreneurs.

Social franchise chains have social goals rather than – or in addition to – commercial or profit-making goals. But are these social goals, disclosed by social franchisors, aligned with the Sustainable Development Goals (SDGs) and, if so, which ones?

The authors examine the disclosure of SDG-related information on websites of 69 social franchise chains operating in Africa.

The authors' main findings show that social goals disclosed by social franchisors are aligned with certain SDGs that are general in nature and not just sector-dependent, except in the case of education.

The authors' paper contributes to the practice by providing examples of the types and varieties of social goals social franchisors can pursue. Moreover, entrepreneurs might be encouraged to launch their franchise concept as franchisors who contribute to SDGs at an international, national or regional level or to join franchise chains as franchisees who contribute to SDGs at the local level.

The authors' findings show the potential for social franchise chains in developing countries to target and contribute to achieving SDGs.

The authors' paper adds to the limited literature on SDGs and, more specifically, on the role of the private sector, in particular social franchisors, in targeting and achieving SDGs.

This paper aims to investigate whether and how cross-sector partnerships (a growing yet controversial phenomenon) contribute to both non-governmental organizations (NGOs) and multinational companies (MNCs) political powers.

The method consists of a single case study on a partnership involving a large MNC and a small NGO, in the delivery of lighting and cooking devices to BoP (bottom of the pyramid) populations.

Thanks to economic compromises and structural arrangements, both partners succeed to take advantage of the partnership to strengthen their respective (local and transnational) political power and to serve deprived populations’ needs.

This paper contributes to the political corporate social responsibility (CSR) literature by presenting cross-sector partnerships as a potential means to reconcile the “brother enemies” and increase both firms’ and nonprofit organizations’ political roles.

The results help both NGOs and MNCs in understanding the political stakes of cross-sector partnerships and in envisioning mechanisms to handle those collaborations so as to deepen their respective goals and build public goods.

While most of the literature focuses on the strategic rationales, this paper provides political rationales for cross-sector partnerships linking MNCs and NGOs.

This paper aims to provide a bibliometric meta-analysis of the already substantial and growing literature on international franchising. Franchising is a model for businesses to achieve scale with limited resources. International franchising is a mode of entry that allows firms to develop new markets with relatively little risk but also little control.

Using a systematic approach, the paper identifies all articles in the ISI Web of Science from 1970 to 2018 that includes the term international franchising (in the title, the abstract or keywords) and finds 131 articles. This paper used HistCite software to analyze the bibliometric data.

Four major research clusters in the international franchising literature are identified. In addition, this study shows a change in research patterns regarding topics, theories and methodologies from the 1970s through 2018. The paper presents the most influential articles, authors and journals.

From the analyzes, this study develops a conceptual framework of international franchising and suggest avenues for future research.

This book has reviewed the sustainability of rail engineering and operations with respect to both existing assets and new build in terms of the three pillars of economic, social and environmental sustainability. It is argued that the composition of a sustainable railway is well understood, but there are practical issues with delivery. These issues may be overcome with an emphasis on infrastructure provision, finance (and funding), top-down governance and bottom-up participation.

The purpose of this paper is to explore the opportunities and challenges of serving low‐income consumers in developing markets with mobile telecommunications.

Field visits were made to Africa, India, Mexico and the Philippines, and in‐depth interviews took place with companies that had succeeded in serving low‐income consumers.

The paper provides insights about the importance of various elements of a mobile operator business model. The paper suggests that serving the poor is just as much about motivation as about issues such as affordability and availability.

Since this research is field‐based and examines only a small sample of firms, only tentative propositions can be offered on what the answers to the research questions are believed to be.

The paper suggests that managers need to go beyond traditional approaches to serving the poor, and take into account the unique institutional context of many developing markets.

This has value for management practitioners, regulators and researchers. The paper fulfils an identified need to study different business models of mobile operators in bringing telecommunications services to the poor, and identifies common themes and success factors.

This chapter reviews railways with respect to their organisation, regulation and ownership, with particular reference to the reforms undertaken in Great Britain in the mid-1990s. First, with respect to organisation, railways constitute a complex industry that has tended to be dominated by integrated monoliths, often organised hierarchically and reliant on governance by command and control. More recently, countries such as Great Britain have experimented with more fragmented, atomistic structures reliant on governance by contract. Second, since their inception, railways have attracted regulation in terms of varying degrees of public control of fares, service quantity and quality, safety and rates of return. More recently, there has been an emphasis on pro-competition policies with respect to open access services (on the tracks competition) and franchising/concessions (off the tracks competition). Third, in terms of ownership, although many railways originated as private companies, a series of nationalisations meant that by the mid-1990s, most were in public ownership, although there have since been a number of privatisations and experiments with public–private partnerships. The focus of these changes has been mainly on the economic performance of the railways, with relatively little emphasis on social and environmental factors. Where sustainability has been considered, it has been mainly terms of determining organisational and financial structures that can last, with the search for such sustainable structures a continuing process.

Access to pure drinking water is considered as a basic human right and part of the United Nations' Sustainable Development Goals. India ranks poorly in terms of providing universal coverage of potable water to its citizens. This case highlights the challenges faced by the private sector in providing purified drinking water for a diverse country like India with many geographical regions (and their corresponding water impurities) and differing levels of economic prosperity (making sustainability tougher for private companies) by focusing on Waterlife India Private Limited (WLIP). WLIP is a for-profit social enterprise that sells drinking water in rural hinterlands and urban slums at a very affordable price of US$0.006 per liter. Since its inception in 2008, WLIP has evolved to become a major player in the fragmented Indian affordable drinking water industry. Sustainability of the WLIP business model is based on a unique public–private partnership template in which three parties come together—a corporate sponsor who bears the cost of the water filtration equipment; community governance bodies like panchayats or municipalities, which give a sense of operational legitimacy to the model; and WLIP as the driving force of the network. This business model is unique for three reasons: suitable incentive mechanisms with proper alignment of interests among various stakeholders; optimization of the water-filtration plant equipment to community demand; and achieving the delicate balance between standardization of processes and customization in offerings to the operating context. Alignment of partner interest is the principal differentiator that also ensures accountability and impact.