Bottom-of-the-Pyramid: Organizational Barriers to Implementation

Corporate social responsibility: Playing to win, or playing not to lose? Doing good by increasing the social benefits of a company’s core activities

“…First, they are likely to attract much more internal support within the organization, thus potentially making them more effective. If CSR activities are perceived to be outside of the field of competence of the organization, staff may feel that they lack the means and the knowhow to achieve the goals of the activities, which may lower their enthusiasm (Olsen and Boxenbaum, 2009). The feeling that the envisaged activities are not part of the company's business may lead to staff demotivation.…”

“…Although such approaches could theoretically prove to be a long-term investment, in practice the targeting of a completely new product segment demands considerable adaptations in the way organizations work. As a result, some organizational members might then perceive that they are no longer working in their own business (Olsen and Boxenbaum, 2009). CSR activities aimed at a company's core activities, at the very least, have the advantage that they are more in line with how employees and other stakeholders see the organization, and are thus more likely to receive the internal and external support they need to become successful.…”

Lessons from Low-Cost Healthcare Innovations for the Base-of the Pyramid Markets: How Incumbents Can Systematically Create Disruptive Innovations

“…Companies seeking to serve the BOP segments have to deal with market creation issues, working in informal economies with institutional voids and typically with broader and diverse set of partners (London and Hart, 2010) as well as internal organizational barriers (Halme, et al, 2012;Olsen and Boxenbaum, 2009). This is why MNCs have either failed to successfully enter BOP markets (Jaiswal, 2008) or have largely ignored them (Prahalad and Lieberthal, 2003).…”

Inclusive business : Constructing a model and an indicator for food and agribusiness multinational enterprises for smallholder inclusion in high value-adding supply chains

“…The challenge is how to integrate Procurement and CSR (regarding strategy, organisation and capabilities) in order to govern long-term smallholder supplier development programs. Three categories of internal organisational challenges regarding the implementation of ventures in developing and emerging economies have been identified (Olsen and Boxenbaum 2009;Reficco and Rueda 2012). These internal organisational challenges have been adapted for smallholder inclusion in high value-adding supply chains:…”

“…Moreover, there are also organisational challenges within the MNEs that might hamper the complex process of smallholder supplier development and lead the smallholder supply chain effectively into a scaled-up phase (Olsen and Boxenbaum 2009;Reficco and Rueda 2012).…”