Building Leadership Effectiveness This program encourages leaders to develop practices that transform values into action, vision into realities, obstacles into innovations, and risks into rewards. Participants will be introduced to the five practices of exemplary leadership: modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart Coaching & Communicating for Performance Coaching & Communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities. Skillful Conflict Management for Leaders As a leader, it is important to understand conflict and be effective at conflict management because the way conflict is resolved becomes an integral component of our university’s culture. This series of conflict management sessions help leaders learn and put into practice effective strategies for managing conflict.

기독교 사역과 Leadership

Established in 2006, TATA Africa Services (Nigeria) Limited operates as the nodal point for Tata businesses in West Africa. TATA Africa Services (Nigeria) Limited has a strong presence in Nigeria with investments exceeding USD 10 million. The company was established in Lagos, Nigeria as a subsidiary of TATA Africa Holdings (SA) (Pty) Limited, South Africa and serves as the hub of Tata’s operations in Nigeria and the rest of West Africa.

What About Us

textThis paper is an introduction to the special issue from the 3rd Global Entrepreneurship Monitor Research Conference held in Washington, D.C., in 2008. The paper has three objectives. First, to discuss the importance of the three stages of economic development, the factor-driven stage, the efficiency-driven stage and the innovation-driven stage. Second, to examine the empirical evidence on the relationship between stages of economic development and entrepreneurship. Third, to present a summary of the papers in the context of the theory.

Entrepreneurship, economic development and institutions

Editor in chief Miguel Encarnacao discusses recent changes to CGaA and the magazine's strategic orientation. He also introduces the magazine's newest editorial board member, Seungyong Lee of the Pohang University of Science and Technology.

http://ieeexplore.ieee.org/iel7/38/6777425/06777438.pdf

Core Values

Social enterprises have attracted increased attention from both researchers and practitioners around the world. In the social enterprise context, scaling social impact is considered the main curren...

/pdf/social-impact-scaling-strategies-in-social-enterprises-a-3uap2ou59h.pdf

Social impact scaling strategies in social enterprises: A systematic review and research agenda:

Empowerment of women by social enterprises in emerging economies has received attention from researchers. This paper aims to study three social enterprises in India that aim to empower subsistence women entrepreneurs.,A comparative case analysis of three social enterprises is done to develop understanding of systems and processes adopted by them. Sources such as published journal and news articles, case studies, success stories and official websites are used for data collection.,The study found that all three organisations strive to increase the asset base of members by organizing disempowered subsistence producers lacking market power; extending services throughout the value chain, i.e. from raw material supply to marketing of products; ploughing back regular incomes and bonuses through mechanisms acceptable to all members; and empowering subsistence producers to gain market power and ability to choose. The interventions give market exposure and voice to the concerns of women producers. These organisations successfully leverage the strength of their relations with civil society and markets in sustaining the business. Women empowerment was found to be achieved through regular income, collective voice, ability to take decisions and creation of social value.,This paper does not take into consideration enterprises promoted by government.,A conceptual framework is suggested in this paper along with insights for organisations interested in collectivising subsistence women for empowering them.,The conceptual framework provided in this paper enriches the understanding of social enterprises working with the objective of women empowerment.

Empowering subsistence women entrepreneurs in India: Insights from Lijjat, Mulukanoor and MPWPCL

Purpose




The purpose of this paper is to analyse interventions of various forms of organisations operating with the objective of connecting subsistence entrepreneurs (SEs) with the formal economy. This work also attempts to understand and analyse the transformational role played by these organisations. Finally, the paper aims to arrive at a conceptual framework for organisations interested in playing a transformational role.




Design/methodology/approach




The paper deals with subsistence entrepreneurship and business models for subsistence economies. It draws from case studies of six organisations operating with the objective to connect subsistence entrepreneurs with formal economy. Each case chosen is unique with respect to the organisational form it takes to achieve the objective. However, a lot of similarity can be seen in the components of the business model adopted by these organisations.




Findings




Organisations which emerge keeping the context of rural producers in mind survive and support SEs in the long run. SEs need not always get converted into transformational entrepreneurs. However, with the help of organisations which collectivise SEs, they can interact with formal economy. Such organisations help large numbers of SEs to sustain and possibly move out of subsistence status over a period of time. These organisations have to fill the voids left by government or market institutions so as to create enabling conditions for SEs to thrive. Despite the efforts of the organisations, it is not possible for all SEs to move out of their subsistence status and existence in informal markets. However, it is possible in case of some SEs at least, as the institutional support gives them more certainty in incomes.




Research limitations/ implications




The paper does not take a business model adopted by government institution for the purpose of analysis.




Practical implications




The paper offers practical suggestions for organisations interested in collectivising SEs with the aim to improve their returns from market transactions.




Originality/value




The paper offers a conceptual framework to enrich the understanding of role played by organisations working towards collectivising SEs. It adds to the debate of subsistence entrepreneurship and transformational entrepreneurship. It elaborates the elements of social capital created by these organisations at the meso level. Finally, it re-emphasises the strengths of informal economy to support the customer value proposition for formal markets.

Business models sustaining subsistence economies: evidence from India

The purpose of our study is to identify how dynamic capabilities facilitate the resilience of social enterprises facing environmental turbulence, namely pandemic and prolonged lockdowns in a developing country. We employ an inductive study of 18 social enterprises in India and propose that confluence of the social entrepreneur (the person), social entrepreneurship (the process), and dynamic capabilities – regenerative and renewing – drive resilience. We delve deeper and find that resilience can be categorized as thriving or reviving, based on the expected growth trajectory by these enterprises in near future, namely up to the next financial year. We link the regenerative capabilities to thriving resilience while renewing capabilities to reviving resilience. We further raise a pointer towards a probable explanation for such divergence. Finally, we draw some practical implications that dynamic capabilities play in creating resilient social enterprises. 

Bhavani Shankar Saripalli

Papers

Empowering subsistence women entrepreneurs in India: Insights from Lijjat, Mulukanoor and MPWPCL

Business models sustaining subsistence economies: evidence from India

How Dynamic Capabilities Facilitates Thriving Versus Reviving Resilience in Social Enterprises