Teaching Case: ViaVia Yogyakarta: Choosing the Right Strategy to Maximize Social Impact

Petra Andries and Alain Daou
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Petra Andries: Department of Innovation, Entrepreneurship and Service Management, Ghent University, 9000 Ghent, Belgium
Alain Daou: Department of Managerial Economics, Strategy and Innovation (MSI), University of Leuven, 3000 Leuven, Belgium

Sustainability, 2016, vol. 8, issue 1, 1-19

Abstract: This teaching case addresses the strategic choices of social entrepreneurs, Mie and Ingvild, who founded the ViaVia café in Yogyakarta, Indonesia. In their daily management of ViaVia , Mie and Ingvild put respect for local culture and ideals above short-term profit. They offered good working conditions for staff with opportunities to learn and grow, which resulted in a loyal group of employees who felt a sense of ownership of ViaVia. Furthermore, the organization was involved in a multitude of social, cultural, environmental and humanitarian projects. As a result, ViaVia was regarded as a positive contributor to the local community. In 2013, it secured international recognition for its efforts by receiving the prestigious Wild Asia Responsible Tourism Award. However, Mie and Ingvild wondered whether the support of many projects was perhaps spreading their resources too thin, and whether greater impact could be generated with fewer but more focused initiatives. Despite ViaVia’s success as a social enterprise, Mie and Ingvild reviewed the past 20 years of the café’s existence and contemplated the sustainable strategy that they should follow in the years ahead.

Keywords: social entrepreneurship; social performance; economic performance; social impact; sustainable development (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2016
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