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Article
Publication date: 26 April 2013

Social business: an opportunity to transform work and create value

Peter J. Korsten, Eric Lesser and James W. Cortada

This is a report on an IBM Institute for Business Value study, based on responses from more than 1,100 individuals and interviews with more than two dozen executives from…

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Abstract

Purpose

This is a report on an IBM Institute for Business Value study, based on responses from more than 1,100 individuals and interviews with more than two dozen executives from leading organizations, that aims to suggest ways organizations can use social approaches to create meaningful business value.

Design/methodology/approach

IBM conducted interviews of key executives of companies learning to embed their external social tools into core business processes and capabilities.

Findings

The paper reveals that leading firms are using social approaches not only to communicate better with their customers, but also to share knowledge with their suppliers, business partners and, perhaps most important, their employees.

Practical implications

Social business tools facilitate engagement in extensive discussions with employees, customers, business partners and other stakeholders and allow sharing of resources, skills and knowledge to drive business outcomes. Executives are concerned because social business represents a different way of thinking about employees, customers and how work is accomplished, as well as the potential risks of increased organizational openness and transparency.

Originality/value

Leading firms are rapidly progressing to a substantive transformation in how they work, an approached called social business. Social business can create valued customer experiences, increase workforce productivity and effectiveness and accelerate innovation.

Details

Strategy & Leadership, vol. 41 no. 3
Type: Research Article
DOI: https://doi.org/10.1108/10878571311323181
ISSN: 1087-8572

Keywords

  • Social business
  • Social media
  • Social business tools
  • Social marketing
  • Transparency risks
  • Customer experiences
  • Customer engagement
  • Information sharing and collaboration
  • Social learning
  • Social innovation
  • Consumer behaviour
  • Innovation

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Article
Publication date: 16 January 2017

Balancing present needs and future options: how employees leverage social networks with clients

Emmanuel Josserand, Achim Schmitt and Stefano Borzillo

This paper aims to analyze how business units can use their employees’ external social capital to explore and exploit the resources available in their environment. Based…

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Abstract

Purpose

This paper aims to analyze how business units can use their employees’ external social capital to explore and exploit the resources available in their environment. Based on multiple interviews with the employees of the global commodity firm Gamma Chemical (around 50,000 employees), the research aims at gaining an understanding of the contextual conditions required to successfully build and leverage individuals’ external social client network ties for business unit ambidexterity.

Design/methodology/approach

The authors conducted a single-case study at Gamma Chemical that entailed 33 semi-directive interviews, each of which lasted 1-4 h, at different organizational levels (ranging from top-level management to production workers). We had access to three regional business units. The interviews addressed the links between the individuals in the business units and external actors. The authors also collected information about the company’s strategic objectives, the local competitive environment and work organization. Open-ended questions were used to allow the interviewees to freely relate anecdotes about their own network development. In particular, the authors asked the respondents to identify business contacts with whom they interacted privately and to describe the relationships.

Findings

The research findings are two-fold. First, and contrary to prior studies, the authors find that individuals’ social capital contributes to both exploration and exploitation at the business unit level. Second, developing and leveraging individuals’ external social capital requires a specific organizational context at the business unit level that allows employees to develop and nurture their personal business relationships with clients.

Research limitations/implications

The study is limited by the scope of the sample (a study of one large multinational firm). Further research conducted in similar contexts may therefore be useful for comparability purposes and to generalize the results.

Practical implications

Several practical recommendations describe how managers can effectively make use of their employees’ social connections with clients. In particular, the results suggest that managers should seek business unit flexibility on the basis of team-based structures, an autonomous leadership style and by actively creating a degree of critical social network tie redundancy, encouraging a shared network culture. These three specific conditions allow employees’ personal client networks to not only flourish but also contribute to business unit ambidexterity.

Originality/value

Prior social capital studies have analyzed intra-firm and inter-firm relationships in terms of contributing to firm ambidexterity. However, these findings have often been difficult to translate into specific organizational levels. Given business units’ critical role in identifying and implementing business opportunities for a firm, the authors focus on the micro-foundations of exploratory and exploitative learning by using a social capital perspective to explore the link between employees’ private external social relationships with clients and business unit ambidexterity. In this way, we contribute to the social capital literature and research on business unit ambidexterity and to extant contextual ambidexterity research by specifying the conditions that help firms develop and leverage their employees’ own external social capital for exploration and exploitation.

Details

Journal of Business Strategy, vol. 38 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/JBS-01-2016-0003
ISSN: 0275-6668

Keywords

  • Networks
  • Social capital
  • Exploration
  • Exploitation
  • Ambidexterity
  • Business unit

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Book part
Publication date: 13 December 2017

Internet + Agriculture

Qiongwei Ye and Baojun Ma

Internet + and Electronic Business in China is a comprehensive resource that provides insight and analysis into E-commerce in China and how it has revolutionized and…

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Abstract

Internet + and Electronic Business in China is a comprehensive resource that provides insight and analysis into E-commerce in China and how it has revolutionized and continues to revolutionize business and society. Split into four distinct sections, the book first lays out the theoretical foundations and fundamental concepts of E-Business before moving on to look at internet+ innovation models and their applications in different industries such as agriculture, finance and commerce. The book then provides a comprehensive analysis of E-business platforms and their applications in China before finishing with four comprehensive case studies of major E-business projects, providing readers with successful examples of implementing E-Business entrepreneurship projects.

Internet + and Electronic Business in China is a comprehensive resource that provides insights and analysis into how E-commerce has revolutionized and continues to revolutionize business and society in China.

Details

Internet+ and Electronic Business in China: Innovation and Applications
Type: Book
DOI: https://doi.org/10.1108/978-1-78743-115-720171007
ISBN: 978-1-78743-115-7

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Book part
Publication date: 14 September 2020

Innovation, Entrepreneurship, and Solving Wicked Challenges through CSR and CSV

Virginia Munro

The Fourth Industrial Revolution has escalated innovation to new heights unseen, creating an evolution of innovation and corporate social responsibility (CSR), and as a…

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Abstract

The Fourth Industrial Revolution has escalated innovation to new heights unseen, creating an evolution of innovation and corporate social responsibility (CSR), and as a result, a more Innovative CSR. With this evolution comes also the evolution of the ‘Preneur’ from social entrepreneur to corporate social entrepreneur and corporate social intrapreneur. It is therefore important to acknowledge that social entrepreneurship is not just for the social sector, or start-up entrepreneur – corporations can also be social entrepreneurs. This chapter establishes an understanding of this possibility alongside solving wicked problems and challenges, and how to provide collaborative networks and co-creation experiences to assist others on this journey. More importantly, the chapter discusses how corporates can assist millennials (and Generation Z) by funding and incubating their innovative or social enterprise idea under the umbrella of CSR strategy, until it is ready to be released to the world. The chapter is supported by academic literature and business publications with suggestions for future research opportunities.

Details

CSR for Purpose, Shared Value and Deep Transformation
Type: Book
DOI: https://doi.org/10.1108/978-1-80043-035-820200008
ISBN: 978-1-80043-035-8

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Book part
Publication date: 7 February 2013

Applying Social Psychology to the Challenge of Embedding Ethics into the Business School Curriculum

Denise Baden

Many believe we are suffering from an ethics crisis (Perry & Nixon, 2005). The increased incidence of irresponsible behaviour by business, recent examples being the global…

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Abstract

Many believe we are suffering from an ethics crisis (Perry & Nixon, 2005). The increased incidence of irresponsible behaviour by business, recent examples being the global financial crisis and the BP oil spill, and the devastating consequences on society have focused attention on the role business schools play in educating future business (and other) leaders. There have also been criticisms of business schools failing to take into account the ‘factually impossible notion of unlimited growth in a world of limited resources’ (Giacalone & Thompson, 2006), and continuing to encourage business strategies which are at odds with the growing challenge of sustainable development, which include issues of climate change, inequity and resource depletion (Giacalone & Thompson, 2006; Shrivastava, 1995; Waddock, 2007). Indeed, business schools have been criticised for encouraging a self-interested, profit-oriented focus that ignores the wider responsibilities of business to society (Gioia, 1992; Kochan, 2002; Mitroff, 2004). Starkey, Hatchuel, and Tempest (2004), for example, claim that the business school has become “ethically compromised because the values it espouses have been implicated in recent corporate scandals.” McPhail (2001) suggests the inclusion of business ethics into accounting and business education as a possible remedy. Cant and Kulik went further and claimed that “business schools would be remiss, if not unethical themselves, if their ethics education efforts were not increased in light of recent events.” (2009).

Details

Education and Corporate Social Responsibility International Perspectives
Type: Book
DOI: https://doi.org/10.1108/S2043-0523(2013)0000004007
ISBN: 978-1-78190-590-6

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Book part
Publication date: 21 October 2020

CSR vs Social Business for Sustainable Development

Arifur Rahman, Naznin Sultana and Md. Mizanur Rahman

This paper intends to offer a comparison between the concepts of corporate social responsibility (CSR) and social business (SB) and rationalizes the application of both…

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Abstract

This paper intends to offer a comparison between the concepts of corporate social responsibility (CSR) and social business (SB) and rationalizes the application of both the ideas as potential ways of accomplishingsustainable development. It follows an axiomatic and theoretical approach to frame the relationship of CSR and social business with the fastest growing concept of sustainable development. The objective of this research is to shed some light on i. the basic differences of the theories, ii. underlying assumptions of both theories regarding sustainable development, and iii. the effectiveness or contribution of each concept in attaining sustainable development. This is basically a conceptual paper based on extensive literature review and followed by some qualitative research techniques such as case studies, in-depth interviews with CSR and social business experts and CEOs of corporate houses and social business enterprises as well as focus group discussions with beneficiaries and community representatives of both fields.Narrative analysis method is adopted to analyze obtained data. Result indicates that both CSR and social business can be significant ways to achieve sustainable development by means of eliminating poverty, unemployment and inequality, preventing environmental degradation and the like as both concepts are intended tosolve social problems. This research proposes that a combination of these two concepts is more likely to offer sustainable solutions to social problems.

Details

Governance and Sustainability
Type: Book
DOI: https://doi.org/10.1108/S2043-052320200000015007
ISBN: 978-1-80043-151-5

Keywords

  • CSR
  • social business
  • social business enterprise
  • sustainable development
  • social well-being
  • SDG

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Book part
Publication date: 19 December 2016

Social Marketing and Social Business

Khalid Hasan

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Abstract

Details

Strategic Marketing Management in Asia
Type: Book
DOI: https://doi.org/10.1108/978-1-78635-746-520161017
ISBN: 978-1-78635-745-8

Content available
Article
Publication date: 2 December 2019

Doing favors in the Arab world

Ron Berger, Ram Herstein, Daniel McCarthy and Sheila Puffer

The purpose of this paper is to analyze the role of Wasta, a culturally based system of social networks of exchange among in-group members in the Arab world, as…

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Abstract

Purpose

The purpose of this paper is to analyze the role of Wasta, a culturally based system of social networks of exchange among in-group members in the Arab world, as exemplified by three groups of Arabs in the Palestinian Authority, and then compares it to Guanxi (China), Sviazi (Russia) and Jaan–Pechaan (India). The use of social networks is a common business model around the world to accomplish business objectives and is especially relied upon in emerging economies where formal institutions are weak. It is important to understand the commonalities and differences in the use of reciprocity in various cultural contexts in order to conduct business effectively. The aim of the paper is to illustrate the structure of Wasta and how it is perceived and constructed among three Arab social groups, and then compare and contrast it with social business models in three other high context cultures.

Design/methodology/approach

Qualitative approach based on interviews to better understand the relationships involved.

Findings

The findings provide the foundation for a number of critical insights for non-Arab managers seeking to do business in the Arab world. For international managers to conduct business successfully, it is essential to understand how Wasta works, and establish relationships with members of influential social networks by building trust over time such that they create Wasta for themselves and indirectly for their firms. Using Wasta in the Arab world, as noted above, is similar to doing business successfully in other emerging economies such as using Sviazi in Russia (McCarthy and Puffer, 2008; Berger et al., 2017), Guanxi in China (Yen et al., 2011) and Jaan–Pechaan in India (Bhattacharjee and Zhang, 2011). The authors feel more confident in stating this view after comparing Wasta with these other three concepts, and noting that all four are built upon the same fundamental constructs.

Research limitations/implications

The authors recognize that the study is limited in terms of the geographical sample since it does not include any non-Palestinians, although the managers the authors sampled came from various regions in the Palestinian authority. Additionally, Palestinian managers are highly educated and mobile, and can be found in many other Arab countries working in managerial positions (Zineldin, 2002), thus potentially broadening the generalizability of the findings. Nonetheless, the samples would be called ones of convenience rather than randomly drawn from the three groups, since the latter would be extremely difficult to execute not only in the Palestinian Authority but in most of the Arab world due to the culturally based reluctance to provide sensitive information to those outside one’s network. Despite the difficulties that might be involved in exploring such culturally sensitive issues as the authors did in this study, the benefits in knowledge gained can be of significant importance to the study of international business in emerging and transition economies.

Originality/value

Little research has focused on the use of Wasta in the Arab world, a gap which this paper addresses. The authors do so by analyzing the views of Wasta held by three important groups – leaders, business people and students. While each type of reciprocity has its own unique characteristics, the authors focus on three interrelated constructs that have been found to underlie the use of reciprocity in various cultures. In the Arab world, these are Hamola, which incorporates reciprocity; Somah, that incorporates trust; and Mojamala, which incorporates empathy through social business networks.

Details

International Journal of Emerging Markets, vol. 14 no. 5
Type: Research Article
DOI: https://doi.org/10.1108/IJOEM-06-2018-0292
ISSN: 1746-8809

Keywords

  • Guanxi
  • Wasta
  • Jaan–Pechaan
  • Sviazi

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Article
Publication date: 13 May 2019

Social business as an entrepreneurship model in emerging economy: Systematic review and case study

Md Mahfuz Ashraf, Mohammed Abdur Razzaque, Siaw-Teng Liaw, Pradeep Kumar Ray and Md Rashadul Hasan

Despite its immense potentials as a sustainable and innovative means to solve specific social problems, the basic concept of the social business model (SBM) advanced by…

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Abstract

Purpose

Despite its immense potentials as a sustainable and innovative means to solve specific social problems, the basic concept of the social business model (SBM) advanced by Professor Muhammad Yunus remains unclear to many. There exists no literature that objectively compares this model from empowerment and economic growth perspectives with other seemingly similar concepts, such as social enterprise, non-governmental organization (NGO) and corporate social responsibility. Although many NGOs have been showing increasing interest towards the adoption of the SBM to minimize social problems sustainably, lack of conceptual clarity of the model limits the scope of its adoption in addressing social issues. The paper aims to discuss these issues.

Design/methodology/approach

This study is based on a systematic search, analysis and review of literature. It has made use of narrative synthesis of relevant literature on a diverse range of socially oriented models, frameworks and interventions.

Findings

This study identified five key aspects of social business, namely: business’s mission and outcomes, characteristics, operation, resource utilization and environmental considerations. Based on these five key aspects one may like to infer that unlike other social interventions, the alignment of SBM is specific to empowerment of disadvantaged people leading to sustainable economic growth. Analyzing a range of social business interventions in a developing country, Bangladesh, through the lens five key aspects demonstrates that social business is the most efficient way to sustainably maximize the social benefits and minimize specific social issues poverty of the people affected.

Originality/value

This study discusses the scopes of adopting SBM for the socially responsible organizations for sustainable empowerment and economic growth in emerging economies.

Details

Management Decision, vol. 57 no. 5
Type: Research Article
DOI: https://doi.org/10.1108/MD-04-2017-0343
ISSN: 0025-1747

Keywords

  • Social enterprise
  • Entrepreneurship
  • Corporate social responsibility (CSR)
  • Non-governmental organization
  • Emerging economy
  • Muhammad Yunus
  • Social business

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Article
Publication date: 27 November 2019

An examination of a social tourism business in Granada, Nicaragua

Alexia Franzidis

The purpose of this paper is to examine the business model of a successful social tourism business in Granada, Nicaragua. The study assesses how the business provides an…

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Abstract

Purpose

The purpose of this paper is to examine the business model of a successful social tourism business in Granada, Nicaragua. The study assesses how the business provides an avenue to combat the challenges that restrict certain stakeholders from participating in tourism. The case identifies specific mechanisms, such as investing in the local community’s education and favoring local vendors and merchants, as ways in which social tourism businesses can disseminate value among all stakeholders and create a more equitable form of tourism.

Design/methodology/approach

The case study method was chosen for collecting and analyzing data. Data include in-depth interviews with business founders, managers and employees, field observation notes, photographic documentation and additional written documents. Data were analyzed using content analysis.

Findings

The study found that the business was able to produce a high-quality tourism product that disseminated value among all stakeholders. The study also proved the value of the additional building blocks within the Business Model Canvas for Social Enterprise, and the clear distinction between “co-creators” and “beneficiaries.”

Originality/value

This study uses the Business Model Canvas for Social Enterprise, a model unverified since inception, to analyze a successful social tourism business. It confirms the usefulness of the additional building blocks within the model, and the additional delineations between “co-creators” and “beneficiaries.” Furthermore, the paper recommends these distinctions are extended to all blocks in the canvas, to illustrate the many ways a company can distribute value based on its business model.

Details

Tourism Review, vol. 74 no. 6
Type: Research Article
DOI: https://doi.org/10.1108/TR-04-2017-0076
ISSN: 1660-5373

Keywords

  • Community involvement
  • Tourism impacts
  • Social tourism business
  • Social tourism enterprise

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