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Commentary for Unjani clinics: meeting the need for scale through social franchising

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  • Anica Zeyen

    (Royal Holloway University of London
    University of Johannesburg)

Abstract

This commentary reflects on the social franchising model of Unjani. It discusses the intricate interwoven elements of the model which allows it to flourish. Here, I take a stewardship and social capital view to elaborate on these mechanisms. In the second part of the commentary, I highlight the limitations of the model specifically as it pertains to its potential growth.

Suggested Citation

  • Anica Zeyen, 2021. "Commentary for Unjani clinics: meeting the need for scale through social franchising," Journal of Organization Design, Springer;Organizational Design Community, vol. 10(3), pages 123-125, December.
    • Handle: RePEc:spr:jorgde:v:10:y:2021:i:3:d:10.1007_s41469-021-00104-4
    DOI: 10.1007/s41469-021-00104-4
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    References listed on IDEAS

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    1. Arne Bergfeld & Eva Lutz & Barbara Scheck, 2020. "Social franchising: a transitional solution for organisational growth of social entrepreneurial organisations?," International Journal of Entrepreneurial Venturing, Inderscience Enterprises Ltd, vol. 12(1), pages 17-38.
    2. Sophie Bacq & Kimberly A. Eddleston, 2018. "A Resource-Based View of Social Entrepreneurship: How Stewardship Culture Benefits Scale of Social Impact," Journal of Business Ethics, Springer, vol. 152(3), pages 589-611, October.
    3. James G. Combs & David J. Ketchen Jr & Jeremy C. Short, 2011. "Franchising Research: Major Milestones, New Directions, and its Future within Entrepreneurship," Entrepreneurship Theory and Practice, , vol. 35(3), pages 413-425, May.
    4. Francine Lafontaine, 1992. "Agency Theory and Franchising: Some Empirical Results," RAND Journal of Economics, The RAND Corporation, vol. 23(2), pages 263-283, Summer.
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