Search results

The last two decades have witnessed a surge of interest in social entrepreneurship organizations (SEOs). Understanding their business models is crucial for sustaining their long-term growth. This paper analyses how SEOs that use the approach of social bricolage adapt their business model to develop social innovation.

This study used in-depth multiple comparative case studies and narrative analysis to focus on the South of Italy, where these ventures play a crucial role in the entrepreneurial process of minor and abandoned cultural heritage sites, generating economic and social value and employment opportunities.

By developing a conceptual framework, this paper enhances current understanding of the social dimensions of SEOs’ business model. These ventures using the approach of social bricolage can produce social innovation, reinventing and innovating their business model. The business model innovation of the cases revealed a strong social mark and identified peculiar strategies that both respond to social needs and long-term sustainability in complex contexts.

This study connects previous knowledge on social bricolage with the business model innovation, highlighting routines and processes used by ventures, and provides a starting point for social entrepreneurs and innovators in the complex and often uncertain cultural domain of the Third Sector in Italy.

The paper aims to contribute to the literature on SEOs by exploring their main features and social dimensions. By combining social bricolage and business model innovation, it offers a novel conceptual framework for developing social innovation and for the study of SEOs.

This paper aims to analyse how social entrepreneurship organizations that use approach of social bricolage adapt their business model to develop social innovation. The past decade has witnessed a surge of research interest in social entrepreneurship organizations (SEOs). This has resulted in important insights concerning their role in fostering social challenges. The crisis of both public and private profit-driven models meet the arising of new initiatives designed to meet the minor and often abandoned cultural heritage consumption need. Drawing on the domain of SEOs and social bricolage framework, these initiatives are able to pursue the social and the economic mission together and to produce social innovation.

This paper aims to analyze how SEOs that use strategies of social bricolage can improve the development and diffusion of social innovation. Employing in-depth multiple comparative case studies of 15 cultural SEOs in the South of Italy, through the analysis of semi-structured interview, the study enhance current understanding of the social dimension of SEOs.

First results show that SEOs in the domain of minor cultural heritage adopt an innovative business model and in particular a social business model unraveling organizational dimensions falling into the social bricolage. The relation between social bricolage dimensions and social business model criteria produces outcomes in which social innovation can be expressed.

This study enhances current understanding of the social dimensions of business model involved in social innovation production of cultural SEOs. This research aims to be a benchmark of the social innovation initiatives in the field of minor cultural heritage management.

This paper aims to understand social entrepreneurship (SE) business model design to create values whilst undertaking public service delivery within the complex environments of local governments in South Africa.

Face-to-face semi-structured interview was conducted with 15 purposively selected social entrepreneurs in Gauteng and Western Cape provinces. The interview guide consisted of main themes and follow-up questions. Themes included SEs’ general history, the social business model; challenges faced and how these were overcome; scaling and growth/survival strategies. These enabled the evaluation of SEs in terms of identifying key criteria of affordability, availability, awareness and acceptability, which SEs must achieve to operate successfully in low-income markets. Social enterprise owners/managers within the electricity distribution, water reticulation and waste management services sectors were surveyed.

Most respondents focus on building a network of trust with stakeholders, through communication mechanisms that emphasize high-frequency engagements. There is also a strong focus on design-thinking and customer-centric approaches that strengthen value creation. The value creation process used both product value and service value mechanisms and emphasized quality and excellence to provide stakeholder, as well as societal value, within their specific contexts.

This study builds upon other research that emphasizes SEs’ customer-centric approaches to strengthen value creation and on building a network of trust with multiple stakeholders. It contributes to emphasizing the business paradigm shift towards bringing social values to the business practice.

Social good, but resource providers are demanding more concrete evidence to help them understand their impact (Struthers, 2013). This is because it is intrinsically difficult for many social organizations to document and communicate their impact in more than an anecdotal way. The research has contributed to the understanding of how SEs can provide evidence of value creation.

This study contributes to the understanding of how business models are designed to create value within the context of the overwhelming complexity of local government services in South Africa.

For a long time, managing the relationship between business and society has been one of the main topics of academic and business literature. Porter and Kramer have proposed a new interpretation of this relationship based on the mutual dependence that exists between corporations and society. Trying to put into practice the shared value principle, for‐profit companies engaging in strategic CSR have chosen to implement new hybrid business models. These models include the social business model and the inclusive business model. The purpose of the paper is to understand which characteristics distinguish social and inclusive business models and what kind of benefits and risks (for companies and for communities) are connected to each model.

In order to identify the features of the inclusive business and social business models and the benefits and risks associated with these models, ten case studies were analyzed. Analysis of the business models was based on a theoretical framework developed through the analysis of the literature.

The findings of the research suggest two main conclusions. First, social and inclusive business models are similar in partner networks, use of knowledge and value chain, in the development of innovative distribution models (except for the cases in which the market considered is not in an emerging country) and in terms of social benefit. Second, the social and inclusive business models are different in terms of value proposition, governance systems, profits management model, social risks and economic profit equation.

The first limitation is that the case study analysis is based on documentary materials; for further investigation it might be useful to develop in‐depth interviews with key figures involved in the implementation of business models. Even though this descriptive study has allowed a first important step in taking a comparative analysis between the two business models, further research should strive to extend the analysis to all the hybrid business models that are being developed with the aim of creating shared value.

The final propositions allow entrepreneurs and managers to better understand the characteristics of business models. Moreover, the theoretical framework is a conceptual instrument that is useful in analyzing and evaluating alternative ways to develop new business models – based on the “creating shared value” principle – in developing markets.

The paper focuses on comparing the characteristics of the social versus inclusive business models. Studies that compare business models in the social venturing space are limited. Moreover, the study addresses the similarity and differences between the two business models rather than focusing on the two models separately as the previous researches have done.

The purpose of this paper is to create an organized picture of the current understanding of social media-based value creation and business models.

Following the process model presented by Fink (2005), a systematic literature review of academic journal articles published between 2005 and 2014 was conducted. The research was grounded on the theoretical foundations of service-dominant logic.

This study offers detailed descriptions and analyses of the major social media mechanisms affecting how value is created in social media-based value networks and the kinds of impact social media can have on present and future business models.

The study is limited to academic research literature on business organizations, excluding all studies related to public and non-profit organizations.

Attention is given to developing an in-depth understanding of the functions and concrete value creation mechanisms of social media-based co-creation within the different organizational processes (e.g. in product and service development and customer services) and to updating the related practices and knowledge.

This study provides new insight into the challenges related to research models and frameworks commonly used for observing value creation, thus highlighting the need for further studies and updates.

The purpose of this paper is to contribute to the emergent research on social business models by revealing challenges encountered by the design and implementation of such business models.

Case study of the development of FACA, an affordable medicine used to treat sickle cell disease, from traditional medicine to market in Burkina Faso.

Social business models present important challenges in terms of value capture for all stakeholders. The social profit equation and the profit equation suggested by Yunus et al. are difficult to apply in practice, and therefore, social business model design should consider the social and profit equations jointly.

Developing countries are seeking different approaches to innovation and healthcare. Social business models appear as one of the potential solutions to bring value to society, organizations, and individuals. The identification of challenges raised by social business models can help policymakers and executives in the design and implementation of these social business models.

Family farms are seen as a powerful force for rural development, and they are gaining more and more research attention. This study aims to explore the relationship between the social networks of family farms and the dual innovation of the family farm business model from the perspective of entrepreneurial orientation.

Using a questionnaire survey of 169 family farms in Qingdao, China, descriptive and inferential statistics were used to analyze the data collected. The study hypothesis was tested using inferential tests (regression analysis).

The study results show that innovative, efficiency- and novelty-based business models facilitated by social networks have a favorable and significant impact on the performance of family farms. Furthermore, the relationship between social networks and new business model creation is positively influenced by an entrepreneurial orientation.

This study is distinctive in that it examines the mechanisms underlying family farm growth from an entrepreneurial standpoint, classifying family farm social networks for the first time into social, market and governmental categories and looking at their impact on the creation of new business models. In addition, it looks into the relationship between the innovation and social network aspect of the family farm business model from an entrepreneurial perspective, offering fresh insight into this connection. It also examines the family farm business model’s connection to innovation and social networks from an entrepreneurial standpoint, providing new insight into this relationship.

Social ventures are unique and important for society; yet, we know very little about their business models. The purpose of this paper is to: re-conceptualize extant business model frameworks so that they can analyze social ventures; identify the key characteristics of social ventures; and identify the typology of effective social venture business model configurations.

The paper uses resource dependence theory to make sense of extant business models and borrows from public administration literature to identify key characteristics and different configurations of social venture business models.

The paper re-conceptualizes business model frameworks as inter-organizational arrangements to cope with external resource dependence; this paper also identifies four key characteristics of social ventures, and develops a social venture business model typology based on these unique key characteristics and extant business model dimensions.

The typology may guide further social venture research, e.g. research on social venture business model creation, on social venture business model innovation, and on social change. Limitations and boundary conditions are discussed in the paper.

The research may further help social entrepreneurs to develop effective business models that meet the social and financial objectives.

The paper offers a novel reconceptualization of traditional business model frameworks, a unique set of key characteristics of social ventures, and a theoretical typology of effective social venture business model configurations.

A large amount of research work in e‐business concerns the experiences and lessons learned from developing and implementing innovative e‐business models. The findings of this research usually concentrate on financial aspects or on the use of information and communication technologies in a specific company or industrial sector. While this is critical for understanding and replicating positive business results, we argue that it is as important to understand the societal context in which business models are developed; it is social issues that define (constrain or enable) the broader context of e‐business adoption. This paper aims to draw research attention to these social issues and suggests societal factors that influence the adoption of e‐business models. Specifically, the paper argues that factors related to region/geography, culture, the legal and regulatory environment, economic, ethical and professional factors, as well as factors related to social capital/social networks and social structure influence, directly or indirectly, the way in which e‐business models are perceived, implemented and evaluated. Three cases are presented to show how these factors become evident in e‐business, followed by a discussion of their managerial implications. The aim of the paper is to sensitise managers and policy makers in shaping an enabling societal context for the proliferation of socially acceptable business models.

The purpose of this paper is to analyze the intra‐firm dynamics of business model enactment, paying particular attention to the social context in which that enactment occurs.

The article develops its hypotheses from qualitative case studies. In particular, the article presents two exploratory cases designed to generate questions and hypotheses.

The article generates two hypotheses: first, the social capital of a firm enhances its capacity to enact its intra‐firm business model; and second, when business model redesign alters the organizational location in which activities and transactions are performed, social capital will become especially salient.

Exploratory research is both suggestive and limited. Additional descriptive and explanatory research will more fully explore the phenomenon of the role of social capital in enacted business model design, as well as present data bearing on cause‐effect relationships.

For the manager, the implication of the research relates especially to building an enactment capacity for the firm's business model; attention to social relationships and investment in social capital will enhance a firm's enactment capacity.

The article is the first to consider the intra‐firm dynamics of business model design and to integrate the concept of social capital into an understanding of design enactment.