Advertisement

Social Entrepreneur Alliance: Collaborating to Co-create Shared Value

  • N. Barnabas
  • M. V. Ravikumar
  • Ramesh NarasimhanEmail author
Conference paper
Part of the Springer Proceedings in Business and Economics book series (SPBE)

Abstract

The purpose of this chapter is to address the limitations in the IOR and Social Alliance literature with regard to the discussion on Social Entrepreneur Alliance, especially in the context of the BoP in emerging countries. An integration of Collaborative Value Creation (CVC) framework and Shared Value (SV) perspective in the literature led to the formulation of a set of propositions. A case study of a Social Entrepreneur Alliance was used to instantiate the propositions to improve the comprehension. A set of exploratory Propositions pivoted around the Social Entrepreneur Alliance link the salient constructs culled from the literature. These illuminate how and why a Social Entrepreneur Alliance could harness the power of collaborative creation of shared value to gain speed, scale and sustainability while delivering on its primary purpose and promise of social impact, especially in the face of daunting challenges that characterize the BoP context of emerging countries. The case study does not validate the propositions, but only serves to instantiate the same by providing a real-world contextual narrative. The integrated perspective and the attendant propositions could provide useful insights for a Social Entrepreneur and its social impact investors—in choosing their partners, in identifying the potential sources of value, in specifying the types of value created and in exploring and evaluating the current as well as the future opportunities for collaborative engagement. Corporates would also benefit from a deeper understanding of the dimensions of collaborative creation of shared value which could guide their CSR investment decision making.

Keywords

Social entrepreneurship Social alliance Collaboration Co-creation Shared value Inter-organizational relationship 

Notes

Acknowledgements

We gratefully acknowledge the whole-hearted support provided by Mr. Kiran Anandampillai and Ms. Anjali Joshi, the co-founders of Drishti Eye Hospitals, by generously offering their valuable time for several rounds of personal interviews and field visits and for sharing the data.

References

  1. Austin, J. E. (2000). Strategic collaboration between nonprofits and businesses. Nonprofit and Voluntary Sector Quarterly, 29(1), 69–97.CrossRefGoogle Scholar
  2. Austin, J. E. (2010). From organization to organization: On creating value. Journal of Business Ethics, 94(Suppl. 1), 13–15.CrossRefGoogle Scholar
  3. Austin, J. E., & Seitanidi, M. M. (2012a). Collaborative value creation: A review of partnering between nonprofits and businesses: Part 2: Partnership processes and outcomes. Nonprofit and Voluntary Sector Quarterly, 41(6), 929–968.Google Scholar
  4. Austin, J. E., & Seitanidi, M. M. (2012b). Collaborative value creation: A review of partnering between nonprofits and businesses: Part I. Value creation spectrum and collaboration stages. Nonprofit and Voluntary Sector Quarterly, 41(5), 726–758.Google Scholar
  5. Berger, I. E., Cunningham, P. H., & Drumwright, M. E. (2004). Social alliances: Company/nonprofit collaboration. California Management Review, 47(1), 58–91.CrossRefGoogle Scholar
  6. Bhattacharya, C. B., Korschun, D., & Sen, S. (2009). Strengthening stakeholder‐company relationships through mutually beneficial corporate social responsibility initiatives. Journal of Business Ethics, 85(Supplement 2), 257–272.Google Scholar
  7. Bryson, J. M., Crosby, B. C., & Stone, M. M. (2006). The design and implementation of cross-sector collaboration: Propositions from the literature abstract. Public Administration Review, 66, 17–18.CrossRefGoogle Scholar
  8. Galaskiewicz, J. (1985). Interorganizational relations. Annual Review of Sociology, 11, 281–304.CrossRefGoogle Scholar
  9. Gray, B., & Wood, D. (1991). Collaborative alliances: Moving from practice to theory. Journal of Applied Behavioral Science, 27, 3–22.CrossRefGoogle Scholar
  10. Martin, R. L., & Osberg, S. (2007). Social entrepreneurship: The case for definition. Stanford Social Innovation Review, 5(2), 29–39.Google Scholar
  11. Oliver, C. (1990). Determinants of interorganizational relationships: Integration and future directions. Academy of Management Review, 15, 241–265.CrossRefGoogle Scholar
  12. Pfeffer, A., & Salancik, G. (1978). The external control of organizations: A resource dependence perspective. New York: Harper & Row.Google Scholar
  13. Porter, M. E., & Kramer, M. R. (2011). Creating shared value. Harvard Business Review, 89(1–2).Google Scholar
  14. Rondinelli, D. A. & London, T. (2003). How corporations and environmental groups cooperate: Assessing cross-sector alliances and collaborations. Academy of Management Executive, 17(1), 61–76.Google Scholar
  15. Waddock, S. A. (2010). From individual to institution: On making the world different. Journal of Business Ethics, 94(Suppl. 1), 9–12.CrossRefGoogle Scholar
  16. Williamson, O. E. (1985). The economic institutions of capitalism: Firms, markets, relational contracting. New York: Free Press.Google Scholar
  17. Yin, R. K. (2003). Case study research: Design and methods. Newbury Park: Sage.Google Scholar

Copyright information

© Springer Nature Singapore Pte Ltd. 2020

Authors and Affiliations

  • N. Barnabas
    • 1
  • M. V. Ravikumar
    • 2
  • Ramesh Narasimhan
    • 1
    Email author
  1. 1.SVKM’s Narsee Monjee Institute of Management Studies (NMIMS)BengaluruIndia
  2. 2.Nayana Jyothi TrustBengaluruIndia

Personalised recommendations