Base of the pyramid success: a relational view

Sánchez, Carol M.; Schmid, Alexandra S.

doi:10.1108/20454451311303293

Cited by 13 publications

(15 citation statements)

References 32 publications

(72 reference statements)

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“…Three literature streams focus on socially responsible activities of corporations in developing markets: the literature on base of the pyramid (BoP) (Prahalad and Hammond, 2002;Sánchez and Schmid, 2013), strategic corporate social responsibility (CSR) (Fukukawa, 2010;Jamali and Mirshak, 2007;Jamali, 2007), and CSE (Raimi et al, 2015;Spitzeck et al, 2013;Zaefarian et al, 2015). CSE differs from strategic CSR as it goes beyond strategic action and includes elements of innovation, entrepreneurial behavior, and risk taking (Austin and Reficco, 2009;Hemingway, 2005;Zaefarian et al, 2015).…”

Section: Literature Reviewmentioning

confidence: 99%

Corporate social entrepreneurship in India

Agrawal

Sahasranamam

2016

South Asian Journal of Global Business Research

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Purpose – The purpose of this paper is to analyze how corporations create social and economic value through corporate social entrepreneurial activities. Design/methodology/approach – This paper employs a multiple case study approach. The selected cases cover companies that have a clear corporate social enterprise model in operation and address different prevailing social problems. Findings – This study reveals that corporate social entrepreneurship (CSE) is driven by the environmental dynamics, organizational antecedents, and organizational outcomes. In addition, the authors found that CSE provides companies with both implicit and explicit strategic benefits. Based on the findings the authors propose an integrated model of CSE. Research limitations/implications – As all cases originate from India the authors cannot rule out the possibility that the conclusions are only valid for a certain institutional and socio-economical context. Practical implications – The developed model is useful for companies operating in complex environments in developing markets as it provides recommendations on how to strengthen social and public legitimacy and earn returns on their business investments. Moreover, the developed model helps companies operating in antagonistic environments with prevailing social problems to position themselves favorably. Social implications – The study attempts to legitimize the practice of CSE by highlighting the positive financial, social, and political outcomes. Originality/value – This study presents an integrated model of CSE in the Indian context and outlines how corporations can draw implicit and explicit benefits.

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Section: Literature Reviewmentioning

confidence: 99%

Corporate social entrepreneurship in India

Agrawal

Sahasranamam

2016

South Asian Journal of Global Business Research

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“…Yet other scholars highlight that cocreation with research institutions and business partners has been sufficient to develop many business models suited to BOP contexts (Akhtar, 2013; Brinkerhoff, 2008; Chakma, Masum, Perampaladas, Heys, & Singer, 2010; S. Ray & Ray, 2011; C. M. Sánchez & Schmid, 2013).…”

Section: The Concept Of Cocreation In the Bop Literaturementioning

confidence: 99%

“…Many authors view cocreation as a tool for companies to gain access to social networks at the BOP (e.g., Johnson, 2007; Rivera-Santos, Rufin, & Kolk, 2012). Access to social networks is important in BOP contexts, because such formal institutions as property rights, contracts, and labor markets are weak (North, 1990), and business is typically based on personal contacts (Khanna & Palepu, 1997; Mair & Marti, 2009; C. M. Sánchez & Schmid, 2013).…”

Section: The Concept Of Cocreation In the Bop Literaturementioning

confidence: 99%

Cocreation at the Base of the Pyramid

Nahi

2016

Organization & Environment

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The base of the pyramid (BOP) approach suggests that business with low-income consumers or producers can simultaneously foster well-being, environmental sustainability, and profits. A central tenet of the BOP approach is cocreation between companies, low-income communities, and other actors. However, recent research has strongly questioned the necessity and feasibility of such cocreation. This article undertakes a systematic review of BOP research on cocreation and finds a considerable range in the proposed participants and purpose of cocreation: Cocreation can refer to a deep process of social transformation or, at the other extreme, arms-length cooperation that merely legitimizes a corporation as a development agent. Drawing on development studies, this review proposes a framework for organizing the diverse conceptualizations, and shows how the framework facilitates elaboration on the necessity and feasibility of cocreation at the BOP.

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“…Companies can tap into BoP markets in order to generate additional revenues, introduce new technologies and reduce the poverty penalty which is a term that refers to the relatively higher cost shouldered by the poor, when compared to the non-poor in order to access products and services (Prahalad 2004;Gebauer, Haldimann and Saul 2017). An estimated $5 trillion in purchasing power parity (World Resources Institute 2007;Sanchez and Schmid 2013;Financial Times Lexicon 2017) attracts companies to enter this largely untapped market in order to convert customer needs into aspirational products and services relatively cost-efficiently (Prahalad, 2012;Polak 2013).…”

Section: Introductionmentioning

confidence: 99%

Extending the Base-of-the-Pyramid Concept

et al. 2019

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The Base-of-the-Pyramid (BoP) concept plays a prominent role among the market-based perspectives for poverty alleviation. Previous literature reviews discuss the evolution of the BoP concept as a research domain, however several major research streams that approach the phenomenon from distinct angles have been overlooked. To address these shortcomings, we continue these reviews and formulate recommendations for theoretical and empirical advancement by considering emerging research domains. We use the problematization method to identify in-house and field assumptions shared across research domains and test them through critical empirical and theoretical interrogation. Therefore, we extend the original BoP concept by considering emerging research domains that have been neglected in earlier studies, including Corporate Social Responsibility, Inclusive Business, Microfinance, Non-Profit Expansion, Social Entrepreneurship, and Subsistence Marketplaces. We also revise the BoP business model idea and develop a framework that highlights key dimensions for management research in BoP markets. These dimensions include business ecosystems, financial viability, innovativeness, resource scarcity, role of the poor and scalability. For each dimension, we develop future research questions.

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Base of the pyramid success: a relational view

Cited by 13 publications

References 32 publications

Corporate social entrepreneurship in India

Corporate social entrepreneurship in India

Cocreation at the Base of the Pyramid

Extending the Base-of-the-Pyramid Concept

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