Social entrepreneurship as a prosocial phenomenon focuses on the upliftment of the vulnerable and marginalised through entrepreneurship. Social enterprises are mission-oriented often suffering from mission-related challenges that accompany duality in its form. This in turn raises concern over sustainability for social enterprises as they begin to focus more on the economic objectives rather than the social value they originally intended to create. The objective of the study is not only to carry out a systematic literature review of the mission of a social enterprise but to also come out with drivers of mission engagement that contribute to social enterprise sustainability. Drawing upon past literature covering vast databases like Scopus and Proquest, and our understanding from reputed ABDC listed journal articles, we propose a conceptual framework of mission engagement for social enterprise sustainability that offers a fresh perspective on mission duality. We make a three-fold contribution to social entrepreneurship literature with a categorisation of literature for better conceptual clarity on mission-related concepts in social entrepreneurship, four constituents of mission engagement in social enterprises and three drivers to creating a sustainable social enterprise through mission engagement. We propose the notion of ‘sustainable social enterprises’, which derives maximum benefit from cross-sectoral collaboration, active engagement in building strong social networks and building on social capital to bring about transformative societal change.
Research question: With the help of an instrumental research case on a social enterprise in India that provides a solution to those with none or limited access to fresh drinking water, this study aims to explore how trust helps create social value. Links to theory: At the theoretical level, the study draws upon ‘trust’ and ‘social value’ literature to examine how a social entrepreneur utilized trust as an enabler to creating social value. Phenomenon studied: The case developed deeper understanding of the phenomena of ‘trust helps creating social value’. Type of the case: It is an instrumental research case study that helps explore the phenomenon and draws connections between trust and social value creation if any. Case context: The case context is making affordable drinking water available to all, especially the community of people who are deprived of it. Findings: Conducting a series of in-depth interviews with the founder, we developed a better understanding of how the social entrepreneur used trust as a resource to create social value in the context of affordable drinking water. The findings showed how the protagonist (founder) worked on gaining trust of his beneficiaries and stakeholders to create social value. Findings also revealed the enablers and deterrents of trust in social value creation. Discussions: Our study shows how trust as a resource creates social value. In the context of our study, it contributes on how a social entrepreneur is creating social value not only by making affordable drinking water accessible to all but also deliver other social value creation benefits. The study brings out legitimacy, technology and social network as its enablers. The study also intends to fill the knowledge gap on how firms create social value by building trust with stakeholders and beneficiaries. Since little is known about trust even at the level of beneficiaries and stakeholders, our study aims to develop a better understanding of the phenomenon.
M. Damodaran,1 chairman IndiGo, has a lot on his plate, and the servings are not over yet. What happened on 26 April 2019, was just a precursor to what was eventually to follow. Aditya Ghosh,2 the longstanding director of InterGlobe3 for 10 years, resigned from his position, making way for Greg Taylor4 as president and chief executive officer (CEO). Rahul Bhatia5 became the interim CEO. This, ironically, happened when the airline had bagged in traffic rights to as many as 15 countries, including France, UK and Germany. The most ill-timed dispute between the two co-founders of IndiGo, Rakesh Gangwal6 and Rahul Bhatia, which had been brewing for about a year, came out in the open on 16 July 2019, at the most inopportune moment. Rakesh Gangwal alleged violations of corporate governance rule at IndiGo7 and requested the Securities and Exchange Board of India8 (SEBI) to intervene. The feud between the founders of InterGlobe Aviation Ltd. opened a can of worms, although Gangwal was not inclined to sell or raise his stakes. Analysts wondered about the timing of the complaints to SEBI: Why now? Will IndiGo be able to come out of this predicament or follow Kingfisher and Jet Airways’ footsteps?11 Will it be yet another episode of shallow vested interests? Will this lead to the downfall of IndiGo,12 or will it survive the turbulence and keep flying like a phoenix?
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