Birla 3M Limited

Sriram, M.

doi:10.1108/case.iima.2020.000073

Cited by 3 publications

(3 citation statements)

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“…Considering the potential impact of microfinance on poverty reduction, they decided to focus solely on microfinance after two years of their operation. For Spandana, the accountability towards investor was one of the primary reasons for transformation from NGO to NBFC (Sriram, 2005). Other triggers like size and growth had also influenced their decision to change the legal format.…”

Section: The Institutional Entrepreneursmentioning

confidence: 99%

NGO transformation: institutional entrepreneurship in Indian microfinance

Sarma

2011

Business Strategy Series

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PurposeInstitutional theory is inspired by the problem of how different organizations operating in different environment have similar structures. The similarity is catalyzed by isomorphic forces, active within a given organizational field. Despite the force of isomorphic process, there is emergence of new organizations in through institutional entrepreneurs. The emergence of NBFCs through transformation of NGOs within the given context of Indian microfinance sector creates a space for examining the institutional entrepreneurship. The paper studies the institutional entrepreneurs of Indian microfinance, and attempts to make some proposition on institutional entrepreneurship.Design/methodology/approachIt brings out the commonalities among the institutional entrepreneurs, and how they have rationalized their actions within the given context. The paper aims to extend the current understanding of institutional entrepreneurship to the emerging field of Indian microfinance.FindingsThe institutional entrepreneurs were at the periphery of not‐for‐profit sector before transformation. The leaderships of institutional entrepreneurship are well‐networked, and have better access to resources. The institutional entrepreneurs have rationalized their action, by aligning their interest with that of other influential stakeholders. The new form is legitimized through patronizing practices like credit rating by professional agencies etc.Research limitationsThe study is based on secondary literature and the studies on all the selected organizations are not necessarily value‐neutral, and hence there are possibilities of interpreting the process of institutional entrepreneurship in an inadequate way.Originality/valueThere are very few works on microfinance from the institutional theory's perspective, and this may be a fresh attempt to look at the process of transformation of NGO‐MFIs from the lenses of institutional entrepreneurship.

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Section: The Institutional Entrepreneursmentioning

confidence: 99%

NGO transformation: institutional entrepreneurship in Indian microfinance

Sarma

2011

Business Strategy Series

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“…This stream mainly comprises literature classifying the various non‐profit models seen in practice and discusses the opportunities and challenges associated with these enterprises (see, e.g., Borzaga and Defourny 2001, Brooks 2005, Peredo and McLean 2006, Sriram 2011, Uvin et al. 2000) The NPO’s operations in our context are completely funded by donor contributions.…”

Section: Literature Reviewmentioning

confidence: 99%

Payment for Results: Funding Non‐Profit Operations

Sharma

Devalkar

Sohoni

2021

Production and Operations Management

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P ayment for results (PfR) funding approach, where donors reimburse the non-profit organization (NPO) based on outcomes, is being increasingly adopted in the non-profit sector. However, there is also concern expressed by many voluntary organizations that such a funding approach puts an undue financial burden on small NPOs and could actually be detrimental to social welfare. In this study, we build a theoretical framework to analyze PfR funding mechanisms. We use a sequential game to model the interaction between the donor and the NPO, with the donor as the first mover. This model captures how PfR funding is typically implemented in practice using social impact bonds (SIB), wherein social investors provide the upfront funding needed by the NPO to implement the project. The donor provides funding, based on the actual benefit delivered, at the end of the project and the investors are paid back using these funds. We find that higher targets set by the donor do not necessarily translate to higher expected utility or expected benefit delivered under PfR. When comparing the performance of PfR and traditional funding (TF) mechanisms, we find that the donor typically has a higher expected utility under the PfR mechanism when the probability of a negative outcome shock is either high or low, and is better off using the TF approach otherwise. When the donor's opportunity cost of funding the project is high, the donor is better off using a PfR mechanism when her belief about the NPO having low efficiency is sufficiently high. Interestingly, we find that for a large range of parameter values there is a mismatch between the approach that gives a higher expected utility to the donor and the approach that maximizes the expected social benefit delivered. Our model and analysis suggest that the optimal funding approach, and the optimal target set under PfR, depend on the NPO's financing cost from social investors and project outcome uncertainty.

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“…Yet another example is Mirakle Courier, a company of about 50 employees, founded by Dhruv Lakra in 2009. It is a courier service company with the difference that they employ only deaf adults (Sriram 2011). The business model is based on creating a service-driven, profitable enterprise using deaf employees.…”

Section: Embodied Knowingmentioning

confidence: 99%

Foundations for Social Entrepreneurship: An Integrative Indian Perspective

Nandram¹,

Bindlish

Joshi

et al. 2019

Servant Leadership, Social Entrepreneurship and the Will to Serve

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Birla 3M Limited

Abstract: The case deals with the concepts relating to finalization of accounts using basic data on transactions. It is expected that income statement, balance sheet and adjusting will be passed with the help of information given within the case.

Cited by 3 publications

References 0 publications

NGO transformation: institutional entrepreneurship in Indian microfinance

NGO transformation: institutional entrepreneurship in Indian microfinance

Payment for Results: Funding Non‐Profit Operations

Foundations for Social Entrepreneurship: An Integrative Indian Perspective

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