In Search of Business Models in Social Entrepreneurship: Concepts and Cases

Foreword
Contents
Editors and Contributors
Abbreviations
List of Figures
List of Tables
1 Introduction: In Search of Business Models in Social Entrepreneurship—Concepts and Cases
	1.1 Background
	1.2 Business Models in Social Entrepreneurship
	1.3 Business Model Design and Innovation
	1.4 Business Model Innovation in Social Entrepreneurship
	1.5 About This Volume
	1.6 The Way Forward in Research
	References
Part I Concepts, Patterns and Values
2 Business Model for Social Entrepreneurship
	2.1 Introduction
	2.2 Research Methodology
	2.3 The Strategies of Social Entrepreneurship
	2.4 The Inclusion of the BoP
	2.5 Social Value Creation
	2.6 Social Innovation
	2.7 Market Orientation
	2.8 Sustainable Development and Social Entrepreneurship
	2.9 The Social Entrepreneurship Business Model
	2.10 The Practices in Social Entrepreneurship
	2.11 A Conceptual Business Model of Social Entrepreneurship
	2.12 Conclusion
	References
3 In Search of Patterns: A Preliminary Investigation of Social Entrepreneurs in Mexico and India
	3.1 Introduction
	3.2 Objectives
	3.3 Literature Review
		3.3.1 Social Entrepreneurs in India: Practice and Research Opportunities
		3.3.2 Social Entrepreneurs in Mexico: Practice and Research Opportunities
	3.4 Effectuation Theory
	3.5 Social Capital Theory
	3.6 Research Methodology
	3.7 Presentation of Data
		3.7.1 Categorization of Data: Development of Themes
	3.8 Analysis and Findings
		3.8.1 Demographics
	3.9 Discussion, Conclusions, Future Research
	Annexure
	References
4 A Critical Analysis of the Social Business Model of Kala Raksha: An NGO with a Purpose of Women Empowerment
	4.1 Introduction
	4.2 Literature Review
	4.3 Objectives of the Study
	4.4 Research Method
	4.5 Data Analysis
	4.6 Customer Segments
	4.7 Value Proposition
	4.8 Channels
	4.9 Customer Relationship
	4.10 Revenue Streams
	4.11 Key Resources
	4.12 Key Activities
	4.13 Key Partnerships
	4.14 Cost Structure
	4.15 Concluding Remarks
	References
5 Sustainability of Social Enterprises: Is Quadruple Bottom Line the Pathway?
	5.1 Introduction
	5.2 Literature Review
	5.3 Research Issue
	5.4 Methodology
	5.5 Findings and Analysis
	5.6 Discussion
	References
Part II Enablers and Influencers
6 Role of Corporate in Promoting Social Enterprises
	6.1 Introduction
	6.2 Theoretical Foundation
		6.2.1 Understanding Social Enterprise
		6.2.2 The Ecosystem of Social Enterprises
		6.2.3 Role of Corporate in Supporting Social Enterprises
		6.2.4 Gaps in Academic Literature
	6.3 A Conceptual Framework
	6.4 Research Design
		6.4.1 Research Objective and Questions
		6.4.2 Research Methodology
	6.5 Data Collection and Findings
		6.5.1 Secondary Research
		6.5.2 Primary Research
	6.6 Analysis
	6.7 Discussion and Conclusion
	6.8 Contributions
	References
7 Collaborative Model of Social Enterprise: Influence of Organizational Conditions
	7.1 Background
	7.2 Research Questions and Methodology
		7.2.1 Collaborating to Co-create Value
		7.2.2 Creating Shared Value
		7.2.3 Organizing for Collaborative Success
	7.3 Organizational Conditions of SE Collaboration—Conceptualizing the Relationships
		7.3.1 Formulation of Exploratory Propositions
	7.4 Drishti: An Illustrative Case
		7.4.1 Drishti Model
		7.4.2 Drishti Collaboration
		7.4.3 Management of the Collaboration
	7.5 Case Analysis and Discussion
	7.6 Conclusions
	References
8 Supply Chain Configurations of Social Enterprise: Typology and Generic Framework
	8.1 Introduction
	8.2 Literature Review
		8.2.1 Classical Supply Chain Literature
		8.2.2 Social Enterprise and Supply Chain Literature
	8.3 Method
	8.4 Results
		8.4.1 Decision-Making Framework
	8.5 Discussion
		8.5.1 Decision-Making Framework
	8.6 Conclusions
	References
9 Female in Indigenous Entrepreneurship: Inquiring Family Dimension
	9.1 Introduction
	9.2 Literature Review: Setting the Boundaries
	9.3 Conceptual Framework
	9.4 Methodology
	9.5 Understanding the Site and Context
	9.6 Major Findings
		9.6.1 Family in Production Process
		9.6.2 Substitution in Shop
		9.6.3 Managing Family with Business: Multitasking
		9.6.4 Cooperation and Help from Husband
		9.6.5 Lack of Family Member and Challenges
	9.7 Discussion and Conclusions
	References
Part III Innovation
10 Community-Based Business Model of Indigenous People: Indigenous Entrepreneurship, Innovation and Value Proposition
	10.1 Introduction
	10.2 Literature Review
		10.2.1 Indigenous Entrepreneur, Knowledge and Innovation
		10.2.2 Business Model, Value Proposition and Innovation
	10.3 Methodology
	10.4 Understanding the Site and Context: Andro Village
	10.5 Data and Analysis
		10.5.1 Andro Pottery in Meeting People’s Needs
		10.5.2 Transition and Skill up Phase
		10.5.3 Value Proposition and Innovation in Andro Pottery
	10.6 Discussion
	10.7 Conclusions
	References
11 Open Innovation Approach for Small and Medium Enterprises: An Evidence from Indian Software Product Firms
	11.1 Introduction
		11.1.1 Innovation in Indian MSME
	11.2 Review of Literature
		11.2.1 Open Innovation Practices and Firm Performance
		11.2.2 Problem Statement
		11.2.3 Research Questions
		11.2.4 Research Objectives
	11.3 Conceptual Framework
		11.3.1 Hypothesis statement
	11.4 Data and Methodology
		11.4.1 Variables and Measure
	11.5 Results and Discussion
		11.5.1 Reliability and Validity of Research Instrument
		11.5.2 Results of Open Innovation Practices and Firm Performance
	11.6 Conclusions and Limitations
	References
12 Open Innovation Approaches, Adoption and Its Effect on Firm Performance: An Evidence from Indian Biotechnological Firms
	12.1 Introduction
	12.2 Literature Review
		12.2.1 Open Innovation
		12.2.2 Firm Performance
		12.2.3 Research Gap
	12.3 Research Objectives
		12.3.1 Objectives
		12.3.2 Hypothesis Statements
	12.4 Conceptual Framework
	12.5 Research Methodology
		12.5.1 Study Area and Target Population
		12.5.2 Design
		12.5.3 Construct Development
	12.6 Presentation of Data
	12.7 Analysis and Findings
		12.7.1 Reliability and Validity of Research Instrument
		12.7.2 Results of Open Innovation Practices
		12.7.3 Firm Performance Analysis
	12.8 Discussions
	12.9 Managerial Implications
		12.9.1 Open Strategy
		12.9.2 Influence Leadership to Motivate Employees
		12.9.3 Intellectual Property (IP) Management
	12.10 Conclusions
	References
13 Crafting Micro-social Innovations: Insights from the Bombay Mothers  and Children Welfare Society
	13.1 Introduction
	13.2 Methodology
	13.3 Case Study of Bombay Mothers and Children Welfare Society
	13.4 Findings
		13.4.1 Strategic Orientation
	13.5 Walking the Last Mile with the Government—Filling of a Gap
	13.6 Creating Grass-Root Leadership
	13.7 Stakeholder Engagement and Commitment
	13.8 Discussion
	13.9 Implications for the Practice and Conclusion
	References
Glossary