Social business collaboration at the bottom of the pyramid: The case of orchestration

Social business orchestrators (SBOs) help social businesses of various sizes to tackle major societal issues by filling gaps in knowledge and resources. However, research has overlooked these types of collaboration. Situated within a bottom of the pyramid context in Bangladesh, the current study she...

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Bibliographic Details
Published in:Business strategy and the environment 2020-01, Vol.29 (1), p.262-275
Main Authors: Gold, Stefan, Chowdhury, Ilma Nur, Huq, Fahian Anisul, Heinemann, Kristin
Format: Article
Language:English
Subjects:
base of the pyramid (BoP)
Business
Collaboration
Companies
Corporate governance
developing countries
Governance
Industrialized nations
Knowledge
micro social businesses
Partnerships
small‐ and medium‐sized enterprises (SMEs)
Social responsibility
sustainability
Value creation
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Summary:Social business orchestrators (SBOs) help social businesses of various sizes to tackle major societal issues by filling gaps in knowledge and resources. However, research has overlooked these types of collaboration. Situated within a bottom of the pyramid context in Bangladesh, the current study sheds light on the process of value creation for SBO–social businesses partnerships by comparing different collaboration partners. Multiple case study research through the lens of the relational view were used to ask how SBOs facilitate value creation in social businesses by flexibly adapting resource inputs and governance mechanisms to the specific endowment and size of partners; this approach was informed by interviews and field note analyses. The combined deductive–inductive analysis enhances knowledge of idiosyncrasies of SBO–social business collaborations. Our study draws attention to the role of large orchestrators, whose model could be scaled and transferred to other world regions, including industrialised countries.
ISSN:0964-4733
1099-0836
DOI:10.1002/bse.2363