Social entrepreneurial business models: An exploratory study
AbstractAlthough social entrepreneurial organizations have begun to receive more scholarly attention, we still know relatively little about how they are able to create both social and economic value. This paper presents a comparative case analysis of three social entrepreneurial organizations, based in Bangladesh, Egypt and Spain, whose success has been widely recognized. Analysis of these organizations' business models reveals common patterns: in their use of strategic resources, in their value networks, and in their customer interface. The findings suggest that successful social entrepreneurial organizations pro-actively create their own value network of companies that share their social vision; develop resource strategies as an integral part of the business model; and integrate the target group into the social value network. Propositions are advanced regarding the business models of successful social entrepreneurial organizations.
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Bibliographic InfoPaper provided by IESE Business School in its series IESE Research Papers with number D/610.
Length: 22 pages
Date of creation: 07 Oct 2005
Date of revision:
social entrepreneurship; business model; developing countries;
This paper has been announced in the following NEP Reports:
- NEP-ALL-2005-11-19 (All new papers)
- NEP-ENT-2005-11-19 (Entrepreneurship)
- NEP-NET-2005-11-19 (Network Economics)
- NEP-SOC-2005-11-19 (Social Norms & Social Capital)
- NEP-TID-2005-11-19 (Technology & Industrial Dynamics)
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