Integrating social enterprise and social marketing with shadow framework: A case for peacebuilding
TL;DR: In this article, the authors argue for an integrative model of social enterprises (SE) and social marketing (SM) to usher in desirable change, instead of the currently adopted either/or approach.
Abstract: The purpose of this paper is to argue for an integrative model of social enterprises (SE) and social marketing (SM) to usher in desirable change, instead of the currently adopted either/or approach. We offer the shadow framework to integrate these two paradigms in the context of peace-building organizations.,Using purposive sampling strategy, 19 cases of peacebuilding initiatives were identified and reviewed from secondary sources. Ashoka Fellows working in the domain of peacebuilding, along with a few other exemplary cases across the globe were considered.,We found an emerging typology of three forms in the organizational responses to peacebuilding initiatives: (a) pure charity-driven work, (b) dual structure of charity plus business enterprises, and (c) social enterprises with distinct revenue model.,Building upon previous theoretical research, we find a lot of merit in SEs adopting the SM toolkit. We contribute to theory building by showing the interaction between paradox theory and stakeholder marketing in the context of SEs dealing with wicked problems such as peacebuilding. Consequently, we propose a shadow social marketing (SSM) model that would camouflage the real offering of peace through an apparent offering that would be non-controversial in nature and result in moderate-importance small wins for the multiple stakeholders involved with conflicting interests.,From a managerial perspective, chances of success of the desired social change increases by complementing the efforts of SEs through the SM toolkit. Organizationally, although all the three forms of peacebuilding initiatives can benefit from systematic usage of the SSM, they need to reframe their efforts toward those that are not pro-peace, rather than preach to the converted. Consequently, the answer may lie in efforts at building cultural sensitivity to promote entrepreneurship amongst such target groups amongst such target groups in conflicting communities, with an organizational form that successfully marries SEs and SM.,Though previous scholarship mentions the need for finding complementarities between social marketing objectives and social enterprise missions, no paper yet has suggested a roadmap for achieving it. This paper highlights an integrative plan that, in this specific case of peacebuilding initiatives, or social enterprises in general, can leverage to evolve better organizational practices, improve financial sustainability and measurable impact to effect the desired social change.
Citations
More filters
Posted Content•
TL;DR: In this paper, a cross-case analysis of four select social enterprises is performed and the authors conclude that social entrepreneurship needs to be viewed as a new strategic process of combining both the welfare spirit of voluntarism and the business mindsets of entrepreneurship.
Abstract: Social entrepreneurship is fast emerging as an innovative approach to deal with the complex social needs of development, especially operating under the neoliberal paradigm of governance. Given its compelling language of hope and compassion, the phenomenon has drawn attention of both practitioners and academicians alike. Inspite of the widespread interest, consensus about its forms and definition has remained elusive and much confusion exists about it being an extension of voluntarism or a new form of entrepreneurship. By doing a cross-case analysis of four select social enterprises, this paper draws inferences about their operational aspects and concludes that it needs to be viewed as a new strategic process of combining both the welfare spirit of voluntarism and the business mindsets of entrepreneurship.
1 citations
TL;DR: In this article , the authors provide a managerial overview of social marketing in India to improve the understanding about its nature and utility in addressing the needs of India's social sector by conducting an extensive review of relevant theories, concepts and past studies.
Abstract: PurposeThis paper provides a managerial overview of social marketing in India to improve the understanding about its nature and utility in addressing the needs of India's social sector.Design/methodology/approachThe study employs a qualitative research methodology by conducting an extensive review of relevant theories, concepts and past studies related to social marketing, focusing on the Indian context. Select case studies have also been studied and presented to elucidate how social marketing programs are conducted by various forms of organisations in India.FindingsFirst, the meaning of social marketing, its distinction from commercial marketing and some pertinent challenges faced by social marketers are discussed. Thereafter, a brief overview of the role of competition, cost and barriers towards conducting an effective social marketing program is provided. Lastly, we propose a scheme of organisations sponsoring social marketing in India and discuss the future perspectives.Practical implicationsThe study enables a deeper understanding of social marketing discipline for policy makers, social marketing professionals and organisations sponsoring social marketing initiatives in India.Originality/valueThe paper contributes to the literature on social marketing in the Indian context by conducting a broad overview with the aim of improving the understanding of social marketing which may help realise its full potential in the future.
TL;DR: In this article, a conceptual model for adapting three strategic marketing approaches to compensatory and transformative social enterprises (SEs) is developed, which contributes to improvements on strategic marketing decisions by marketers and entrepreneurs in social entrepreneurship.
Abstract: Due to social enterprises' (SEs) relevance to social value creation, marketing increases its attention to these hybrid organizations. However, there is no consensus on how strategic marketing can improve SE performance. Thus, this paper aims to discuss how commercial, social and societal strategic marketing approaches relate to compensatory and transformative social entrepreneurship scopes to improve SE performance.,This paper is conceptual. We hold discussions and raise reflections to advance knowledge on both marketing and social entrepreneurship fields, more precisely by intertwining them.,We develop a conceptual model for adapting three strategic marketing approaches to compensatory and transformative SEs. We argue that SEs have three types of performances: commercial, social and societal. Social and commercial strategic marketing are essential for SEs acting in compensating local failures of capitalism. Societal and commercial strategic marketing are essential for SEs focused on transformative actions to changing global system. Such relations can leverage social impact, which we conceptualize as compensatory or transformative.,The model contributes to improvements on strategic marketing decisions by marketers and entrepreneurs in social entrepreneurship.,We propose a decomposition of strategic marketing into three approaches: commercial, social and societal, which constitutes a novelty to the field. This can facilitate management of SEs with different actions and performances, whether at local or international levels.
References
More filters
TL;DR: In this article, the authors examined the link between firm resources and sustained competitive advantage and analyzed the potential of several firm resources for generating sustained competitive advantages, including value, rareness, imitability, and substitutability.
46,648 citations
01 Feb 2009
TL;DR: In this paper, the authors describe the process of inducting theory using case studies from specifying the research questions to reaching closure, which is a process similar to hypothesis-testing research.
Abstract: Building Theories From Case Study Research - This paper describes the process of inducting theory using case studies from specifying the research questions to reaching closure. Some features of the process, such as problem definition and construct validation, are similar to hypothesis-testing research. Others, such as within-case analysis and replication logic, are unique to the inductive, case-oriented process. Overall, the process described here is highly iterative and tightly linked to data. This research approach is especially appropriate in new topic areas. The resultant theory is often novel, testable, and empirically valid. Finally, framebreaking insights, the tests of good theory (e.g., parsimony, logical coherence), and convincing grounding in the evidence are the key criteria for evaluating this type of research.
40,005 citations
TL;DR: In this paper, the authors define a leadership event as a perceived segment of action whose meaning is created by the interactions of actors involved in producing it, and present a set of innovative methods for capturing and analyzing these contextually driven processes.
Abstract: �Traditional, hierarchical views of leadership are less and less useful given the complexities of our modern world. Leadership theory must transition to new perspectives that account for the complex adaptive needs of organizations. In this paper, we propose that leadership (as opposed to leaders) can be seen as a complex dynamic process that emerges in the interactive “spaces between” people and ideas. That is, leadership is a dynamic that transcends the capabilities of individuals alone; it is the product of interaction, tension, and exchange rules governing changes in perceptions and understanding. We label this a dynamic of adaptive leadership, and we show how this dynamic provides important insights about the nature of leadership and its outcomes in organizational fields. We define a leadership event as a perceived segment of action whose meaning is created by the interactions of actors involved in producing it, and we present a set of innovative methods for capturing and analyzing these contextually driven processes. We provide theoretical and practical implications of these ideas for organizational behavior and organization and management theory.
22,673 citations
TL;DR: Critical theory as mentioned in this paper allows for a normative choice in favour of a social and political order different from the prevailing order, but it limits the range of choice to alternative orders which are feasible transformations of the existing world.
Abstract: Academic conventions divide up the seamless web of the real social world into separate spheres, each with its own theorising; this is a necessary and practical way of gaining understanding. Subdivisions of social knowledge thus may roughly correspond to the ways in which human affairs are organised in particular times and places. E. H. Carr and Eric Hobsbawm have both been sensitive to the continuities between social forces, the changing nature of the state and global relationships. Critical theory is directed to the social and political complex as a whole rather than to the separate parts. Critical theory allows for a normative choice in favour of a social and political order different from the prevailing order, but it limits the range of choice to alternative orders which are feasible transformations of the existing world. The "common rationality" of neo-realism arises from its polemic with liberal internationalism.
2,779 citations
TL;DR: Can marketing concepts and techniques be effectively applied to the promotion of social objectives such as brotherhood, safe driving, and family planning? The applicability of marketing concepts to... as mentioned in this paper.
Abstract: Can marketing concepts and techniques be effectively applied to the promotion of social objectives such as brotherhood, safe driving, and family planning? The applicability of marketing concepts to...
2,060 citations