Collaborative Model of Social Enterprise: Influence of Organizational Conditions

N. Ramesh (), M. V. Ravi Kumar () and Nattuvathuckal Barnabas ()
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N. Ramesh: SVKM’s Narsee Monjee Institute of Management Studies (NMIMS)
M. V. Ravi Kumar: Nayana Jyothi Trust
Nattuvathuckal Barnabas: SVKM’s Narsee Monjee Institute of Management Studies (NMIMS)

Chapter Chapter 7 in In Search of Business Models in Social Entrepreneurship, 2021, pp 149-167 from Springer

Abstract: Abstract Cross-sector collaboration is offered as a hybrid-model solution for addressing the intractable problems of society. These problems have traditionally been “owned” by the government sector, with the government entities acting alone. But cross-sector collaboration, involving social enterprises and public, profit, nonprofit organizations, is a complex arrangement, and failures have been the rule rather than an exception. In this paper, the authors, drawing from the literature on organizational properties and inter-organizational relationships, posit that the organizational conditions may significantly influence the outcomes of a cross-sector collaboration. This paper conceptualizes an integration of the organizational property constructs, with the frameworks of collaborative value creation and shared value. The integrated framework is used to illuminate and explore the relationships between the organizational property variables and the outcomes of collaboration. Several propositions are raised based on this framework. A case example of a collaborative social enterprise is used to exemplify the propositions.

Keywords: Collaborative value; Shared value; Cross-sector collaboration; Social enterprise; Partnership (search for similar items in EconPapers)
Date: 2021
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-981-16-0390-7_7

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DOI: 10.1007/978-981-16-0390-7_7

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