دانلود رایگان مقاله انگلیسی محرک ارزش های کسب و کار اجتماعی: چشم انداز مدل کسب و کار - الزویر 2018

ABSTRACT

Hybrid organizational forms that combine commercial and welfare institutional logics play an increasingly important role in addressing the grand societal challenges we face today. Building on the literatures on hybrid organizations and social business models, we explore the characteristics of social businesses from a business model perspective. This study seeks to better understand the particularities and value drivers of hybrid social purpose in contrast to purely commercial business models. We follow a grounded theory approach and our findings are based on interview data from 17 social business firms. Building on social businesses' identified particularities, we propose four value drivers of social business models: 1) responsible efficiency, 2) impact complementarities, 3) shared values, and 4) integration novelties. We link our findings to the literature, contributing new insights into social businesses models and implications for practitioners.

Discussion and conclusion

Implications for theory

The objective of this study was to gain a deeper understanding of social business particularities and the value drivers associated with social business models. The findings of our qualitative study contribute to the current understanding of social business models in several ways. First, we contribute theoretically and empirically to the differentiation of social business models from traditional ones and therefore respond to recent calls by Breuer and Lüdeke-Freund (2017a), Bocken et al. (2014), Sabatier et al. (2017), Seelos et al. (2011), Wilson and Post (2013), and Yunus (2010) to further explore the institutional integration of social elements into the business model concept. Based on our qualitative analysis of 17 social businesses, we identified the particularities of this form of business: a) The interdependence of their social and economic benefits in terms of profit as a means of generating social value and the reenforcement of social and economic actions and benefits; b) their social value integration, including the direct and indirect creation of social benefits, as well as their intermediation; c) their social value priority with social value as the determining decision criteria rather than price and efficiency; and d) social value community development, which emphasizes values-based collaborations, the enabling of partners, and the growing of multipliers. In extant business model research, there is agreement that business models capture how a firm does business and how it creates and captures value (Baden-Fuller and Mangematin, 2013; Casadesus-Masanell and Ricart, 2010; DaSilva and Trkman, 2014; Demil et al., 2015; Spieth et al., 2014). However, most of these studies emerged in the context of a purely commercial value definition. Even though the commercial market logic dominates institutional business model thinking, different institutional logics, including sustainability, welfare or government logics can also shape business models (Laasch, 2017; Ocasio and Radoynovska, 2016). Following this line of reasoning, we extend previous studies by Laasch (2017) and Randles and Laasch (2016) by providing additional insights into how multiple institutional logics and value perspectives influence and drive heterogeneous value offerings. While Yunus et al. (2010) regard social business models as extensions of regular business models by adding a social profit equation as a fourth business model element, we emphasized an activity-based perspective on social business models. This allowed us to reveal how the individual elements interact and depend on each other. Furthermore, in line with prior research by Sabatier et al. (2017), our findings show a very strong interdependence between economic and social profit equation.