Social Entrepreneurship and Gandhian Thoughts in the Post-COVID World (India Studies in Business and Economics)

Preface
Acknowledgements
Contents
Contributors
Abbreviations
Nurturing Resilient Communities: An Overview
	1 Introduction
		1.1 Potential Possibilities Through Social Entrepreneurship
		1.2 Gandhian Thoughts at the Core of Social Entrepreneurship
	2 Nurturing Resilient Communities: Gandhi-Inspired Social Entrepreneurial Processes
	3 Sarvodaya Framework for Nurturing Resilient Communities
		3.1 Identifying Mutually Beneficial Interdependency
		3.2 Design Activities That Leverage Mutually Beneficial Interdependency
		3.3 Mix (or Implement) These Activities in Various Programs
		3.4 Measure the Success of a Program Based on the Utilization of These Activities
		3.5 Observe the Emergence of Other Interdependencies
	4 Summary of Contributions
	References
Part I: Gandhian Perspectives: Core Ideas
	Trusteeship: Gandhian Approach to Reconceptualize Social Responsibility and Sustainability
		1 Introduction
		2 Role of Spirituality in Gandhian Thought
			2.1 Spirituality in Economics and Business in West
			2.2 Why Business Ethics Alone Would Not Suffice?
			2.3 Spirituality and Ethics in Management: The Indian Context
			2.4 Gandhi and Conceptual Foundations of Trusteeship
		3 Trusteeship: A Resource-Centric Account
			3.1 Trusteeship: A Middle Path to Capitalism and Communism
		4 Trusteeship a Means to Achieve Sarvodaya (Upliftment of All)
			4.1 Sarvodaya and Trusteeship
			4.2 Key Characteristics of Trusteeship
		5 Relevance of Trusteeship in Contemporary Society
		6 Conclusion
		References
	Navigating Power Relations in Community-Driven Development: An Exploration of Constructive Work
		1 Introduction
		2 Community-Driven Development: Understanding the Nature of Community Enterprises
		3 The Concept of Community and the Place-Based Politics
		4 Gram Swaraj and Constructive Work
			4.1 Constructive Work as a Prefigurative Strategy
				4.1.1 Means-End Equivalence
				4.1.2 Ensuring Dignity of Labor
				4.1.3 Building Alliances and Networks: Sahyogi Mitra
				4.1.4 Proactive, Long-Term Orientation
		5 Constructive Work in Current Literature
		6 Conclusion
		References
	Gandhian Approach to Development: Implications for the Post-COVID World
		1 Introduction
		2 Self-Rule or Swaraj and Self-Reliance or Swadeshi
			2.1 Trusteeship
		3 Ecological Equilibrium
		4 Panchayati Raj
		5 Cooperatives
		6 Conclusion
		References
	School Education for Today: Extending Tagore and Gandhi’s Idea of a Good Society (Swaraj) and Its Accompanying New Education (Nai Talim)
		1 Introduction: Gandhi and Tagore’s Swaraj
		2 SWARAJ Today
			2.1 What Would Swaraj Look Like in Today’s Context?
		3 Nai Talim (New Education) for Swaraj
			3.1 Educational Experiments of Tagore and Gandhi
			3.2 Productive Work in Today’s Nai Talim
		4 Examples of Nai Talim Today
			4.1 Food as Productive Work
			4.2 Ecology as Productive Work
			4.3 Democracy as Productive Work
			4.4 Energy as Productive Work
			4.5 Health and Hygiene as Productive Work
		5 Some Comments, Limitations, and Reasons for Hope
		References
Part II: Case Studies: Relevance of Gandhian Thoughts to Social Entrepreneurship
	Sarvodaya to Nurture Peace Communities: A Case Study of ASSEFA
		1 Introduction
		2 Sarvodaya: The Philosophical Underpinnings of ASSEFA
			2.1 Sarvodaya Through Bhoodan
		3 ASSEFA: Origin and Historical Context
			3.1 First Phase: Developing Skills and Capabilities Through Direct and Immediate Actions
			3.2 The Second Phase: Proactive Long-Term Engagement for Village-Centric Development
			3.3 The Third Phase: Assembling an Ecosystem for Sustainability
			3.4 Phase 4: Partnering for Development
			3.5 The Fifth Phase: Prefiguring Peaceful Future Through Social Justice
		4 Conclusion
		References
	PRADAN: Institution Building for Sustainable Development
		1 Introduction
		2 Creation of a Setting
			2.1 Emergence of the Idea
			2.2 Pilot Testing of the Idea
		3 The Seed of the Organization
		4 Internal Processes for Growth and Evolution
		5 Four Phases of PRADAN’s Evolution
			5.1 The First Phase: Technical and Management Assistance to NGOs
			5.2 The Second Phase: Experimenting with New Livelihoods
				5.2.1 Sub-sector Approach
				5.2.2 Application of Technology
				5.2.3 Failure and Frustration
				5.2.4 From Institutional Mechanisms to Social Enterprise
				5.2.5 Dealing with Markets Through Producers’ Collectives
				5.2.6 Working with the Government
			5.3 The Third Phase: Working with Women’s SHGs and the Government
				5.3.1 Women Empowerment Through Economic Activities
				5.3.2 From Economic Activities to Promoting Overall Well-being
			5.4 The Fourth Phase: Focus on Rights and Justice Through Collaborative Work
		6 Conclusion: Relevance of PRADAN Post COVID
			6.1 Dealing with Market-Related Shocks
			6.2 Responding to Climate Change
			6.3 Strengthening Community: The Quintessential Relevance
		References
	Basix Social Enterprise Group: Inclusive Development
		1 Conceptual Background
		2 Introduction
		3 First Encounter with Truth Led to a Life in Development Work
			3.1 Move from the Mainstream to an Alternative Pathway
			3.2 Association for Sarva Seva Farms (ASSEFA): A Gandhian NGO
			3.3 Professional Assistance for Development Action: PRADAN
			3.4 Second Encounter with Truth Led to the Setting Up of Basix
			3.5 Basix Mission Focus on the Poor: Antyodaya
			3.6 Basix Corporate Structure: Trusteeship
			3.7 Basix Strategy: Promoting Sustainable Livelihoods for the Poor
		4 Third Encounter with Truth Led to Moving from Microcredit to Livelihood Promotion
			4.1 Growth of Basix as a Microcredit Institution
			4.2 Impact Assessment Showed Microcredit Was Not Enough for Livelihood Promotion
			4.3 New Livelihood Triad Strategy
				4.3.1 Inclusive Financial Services (IFS)
				4.3.2 Agricultural, Livestock and Enterprise Development (AGLED) Services
				4.3.3 Human Resources and Institutional Development Services (HR & IDS)
		5 The Fourth Encounter with Truth Led to Recognizing the Dark Side of Microcredit
			5.1 Not All Was Well with the Microcredit Institutions
			5.2 Policy Advocacy and Sector Building
			5.3 Shodh Yatra in 2011: To Find the Truth by Meeting the People
		6 Fifth Encounter with Truth Led to Reaffirming the Livelihood Mission
			6.1 Inclusive Financial Services
				6.1.1 Basix Sub-K i-Transactions Ltd.
				6.1.2 Basix Micro Insurance Services
			6.2 Agricultural, Livestock and Enterprise Development Services
				6.2.1 Basix Krishi Samruddhi Ltd. (BKSL)
				6.2.2 Basix Academy for Building Lifelong Employability (B-ABLE) Ltd.
			6.3 Human Resources and Institutional Development Services (HR & IDS)
				6.3.1 Institute for Livelihood Research and Training
				6.3.2 Basix Consulting and Technology Services Ltd.
		7 Conclusion: The Basix Livelihood Mission Is Even More Relevant Post COVID
			7.1 Inclusive Financial Services
			7.2 Agricultural, Livestock and Enterprise Development Services
			7.3 Human Resource and Institutional Development Services
		References
	Technoficing: Reinterpretation of Gandhian Perspectives on Technology
		1 Introduction
		2 Theoretical Background
			2.1 Gandhi’s Views on Technology
			2.2 Social Intermediation
			2.3 Technoficing and Social Value Creation
		3 Case Description
		4 Field Observation
			4.1 Easy-to-Use Solution: Implementing Digital Social Innovation
			4.2 Creating Linkages with Community Members
			4.3 Familiarity with Activities
			4.4 Awareness of Marginalization and Social Stratification
		5 Discussion
		6 Conclusion
		References
	Swavlamban by Drishtee: Gandhian Perspectives on Village-Centric Development
		1 Introduction
		2 Views on Issues of Rural Life and the Role of Social Entrepreneurship
			2.1 Deepening Problems of Rural Lives
			2.2 Social Entrepreneurship as a Response to the Problems of Rural Lives
		3 Evolution of Drishtee: Drawing Inspiration from Gandhian Perspective
			3.1 Changing Focus from Urban to Rural
			3.2 Developing an Ecosystem Approach of Scaling
			3.3 Barter: A Solution to Enabling Self-Reliance
			3.4 Role of Diverse Actors in the Ecosystem
			3.5 Organizing to Enable Village Self-Reliance (“Swavlamban”)
			3.6 The Path Ahead: Imparting Skill and Knowledge to Make the Ecosystem Self-Sustainable
				3.6.1 Drishtee’s Model of Skill Building
				3.6.2 Implementing “Nai Talim”
		4 Conclusion
		References
	Gandhian Thought in Seva Mandir
		1 Introduction
		2 Background and Discourse
		3 Seva Mandir’s Praxis
			3.1 Early History of Seva Mandir
			3.2 Doing Constructive Work and Developing Ethical Communities
			3.3 Measuring Impacts on Individuals and Communities
		4 Culture of the Organization
		5 Concluding Thoughts
		References
	Cultivating Women Entrepreneurship: A Case Study of SEWA
		1 Introduction
		2 Women Entrepreneurship in Marginalized Contexts
		3 Gandhian Economy
			3.1 The Principles of Gandhian Economics
			3.2 The Critique and Relevance of Gandhian Economics
		4 Self-Employed Women’s Association (SEWA)
			4.1 SEWA Membership
			4.2 SEWA Governance
		5 Strategies Adopted by SEWA for Women Empowerment
			5.1 Awareness Development
			5.2 Capacity Building
				5.2.1 Leadership Capabilities
				5.2.2 Professional Programs
			5.3 Business Development Support
				5.3.1 Facilitating New Business Frontiers
				5.3.2 Financial Support
				5.3.3 Marketing Support
				5.3.4 Operations Support
				5.3.5 Healthcare Facilities
				5.3.6 Child Development
				5.3.7 Insurance Facility
				5.3.8 Housing Facility
				5.3.9 Cultural Programs
		6 SEWA in Tackling COVID Impact on Its Members
			6.1 Responses to the Health Crisis
			6.2 Responses to the Economic Crisis
			6.3 Long-Term Strategy to Counter COVID-19 Impact
				6.3.1 Digitalization
				6.3.2 Restore Livelihood
				6.3.3 Strengthen Supply Chain
		7 Learning from SEWA
		8 Discussion
			8.1 SEWA from Gandhian Economic Perspective
			8.2 Implications
		References
	Balancing Equity, Ecology, and Economy Through Antyodaya Leadership: A Case Study of SELCO
		1 SELCO: Origin and Operating Structure
		2 Philosophical Foundation: SELCO and Gandhian Principles
			2.1 Sarvodaya Through Antyodaya: Energy Solution for the Most Marginalized
			2.2 Antyodaya Through Decentralized Sustainable Energy
				2.2.1 Complete Package of Product
				2.2.2 Doorstep Services
				2.2.3 Door-Step Financing
			2.3 Poor as Asset Creators and Employers
			2.4 Human Resource Management/Hiring Practices: Antyodaya Through Trusteeship
				2.4.1 Hiring Practices
				2.4.2 Wage and Compensation
			2.5 Conclusion: Insights on Antyodaya Leadership
		References
	Economics: Where People Matter
		1 Introduction
			1.1 COVID: The Leveler
			1.2 The Gandhian Context of Public Action
			1.3 Social Entrepreneurship and Gandhi
		2 Civil Society: A Space for Developing Alternatives
			2.1 Nirman: A Concept in Practice—The Tilonia Way
				2.1.1 Crafts as a Livelihood: The Tilonia Bazaar
					Khadi to Handicrafts to Defining Livelihood for Craftsperson
				2.1.2 The International Solar Mamas
			2.2 Mazdoor Kisan Shakti Sangathan (MKSS) and Sangharsh: Struggle as Public Action
				2.2.1 Employment as a Social Responsibility
				2.2.2 Right to Work and the Fight for MGNREGA
				2.2.3 MGNREGA and COVID-19
				2.2.4 Sustaining MGNREGA
		3 Conclusion
		References
	Extending Gandhian Philosophy to Mitigate Climate Change: The Idea of Energy Swaraj
		1 Our Times Have Changed: Climate Change Is Real
		2 The Energy Conundrum
		3 Paradox of Sustainability and Growth
		4 The Idea of Energy Swaraj and Gandhian Philosophy
		5 The AMG Approach
		6 Energy Swaraj as a Public Movement
		7 Conclusion
		References
	Resilient Communities: A Way Forward
		1 Introduction
		2 Resilient Communities: Exploring Pathways Through Social Entrepreneurship Rooted in Gandhian Philosophy
			2.1 Elements of Resilient Communities
				2.1.1 Localization Criteria
				2.1.2 Ownership by Members
				2.1.3 Local Exchange of Products and Services
				2.1.4 Community-Based Initiatives
				2.1.5 Leveraging the Uniqueness of Each Community
				2.1.6 Mutual Interdependencies
				2.1.7 Sharing Principles
		3 A Summary of Theoretical Underpinnings of Chapters of This Book
		4 Directions for Future Research
			4.1 Theoretical Underpinnings with Focus on Means
				4.1.1 Responsible Innovation
				4.1.2 Responsible Consumption
				4.1.3 Social Interdependence
				4.1.4 Social Intermediation
				4.1.5 Social Exchange
				4.1.6 Institutional Work
				4.1.7 Ethical Leadership
			4.2 Theoretical Underpinnings with Focus on End
				4.2.1 Social Cohesion
				4.2.2 Social Capital
				4.2.3 Social Inclusion
				4.2.4 Empowerment
				4.2.5 Community Resilience
				4.2.6 Employee Ownership Trust
				4.2.7 Platform Cooperativism
				4.2.8 Sustainability
			4.3 Theoretical Underpinnings Emphasizing Inseparability of Means and End
				4.3.1 Prefiguration
				4.3.2 Degrowth
				4.3.3 Social Contract Theory
				4.3.4 Ethics of Care
				4.3.5 Virtue Ethics
				4.3.6 Moral Absolutism
				4.3.7 Hybridity
				4.3.8 Resourcing
			4.4 Geographic Context
			4.5 Methodological Contributions
		References
Index