The business model of integration social enterprises. A case study of the French WISEs

Le business model des entreprises sociales inclusives Cas des « secteurs » protégé, adapté et de l'insertion par l'activité économique en France

Jérémy Ranjatoelina, Adam Dewitte () and Bilal Bourkha ()
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Adam Dewitte: IAE Lille - IAE Lille University School of Management - Lille - Université de Lille, LEM - Lille économie management - UMR 9221 - UA - Université d'Artois - UCL - Université catholique de Lille - Université de Lille - CNRS - Centre National de la Recherche Scientifique
Bilal Bourkha: IAE Lille - IAE Lille University School of Management - Lille - Université de Lille

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Abstract: The limitations of Yunus' work on social business models are a starting point of our research. After setting out his approach as unusable to analyze all social organizations, we empirically study the different forms of integration social enterprises (WISEs) in France. We then try to identify what are the distinguish features of the business model of the integration social enterprises? Our research shows that specific wasted human resources mobilization, through the organization of five integration's capabilities and three explicit social-intended value propositions shape the business model of WISEs. Based on the results, we suggest the concept of inclusive business model. We also contribute to a better understanding of the business model of social organizations. Finally this research highlights the central importance of strategic intent in business model formulation and invites scholars to conduct future studies on this topic.

Keywords: inclusive business model; integration; WISEs; wasted human resources; strategic intent; business model; entreprises sociales inclusives; social business; recherche-intervention; intention stratégique (search for similar items in EconPapers)
Date: 2015-07-04
New Economics Papers: this item is included in nep-hme
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