Creating social value through entrepreneurship: the social business model of La Paranza

Abstract

Purpose The purpose of this paper is to identify the key factors for successful creation of social value using the social business model (SBM) as an explanatory framework. Design/methodology/approach This study follows the Krippendorff and Gioia’s methodology seeking the rigor while examining the selected case study – a social cooperative named La Paranza, in the city of Naples in the south of Italy. In doing so, the SBM canvas is used to present the research’s results in a systematic way. Findings The existence of a strong “identity” with the local context, the “enthusiasm and the wish to change things”, the presence of a “visionary”, acting as an orchestrator and the ability to provide for responses to the local needs were identified as key factors in the successful creation of social value in the examined case. Research limitations/implications The main research limits stem from the single case study methodology approach, which embodies the researchers’ subjectivity. A comparative study based on the collection of multiple successful case studies is therefore suggested to develop a generalization of the key drivers underlying the process of social value creation. Originality/value The study’s originality results from its use of the SBM framework in presenting a successful example of social value creation. The examined empirical evidence is also original in itself, mainly because of its inner uniqueness as a new and innovative formula: this allows an in-depth investigation and the inspiration for new ideas in the ground of SBM and, in a broader sense, in the field of social innovation and social value creation.

Designing of Service Dominant Logic and Business Model Canvas: Narrative Study of Village Tourism

“…The business model explains how organizations create, convey and capture value as in the Service Dominant Logic (SDL) perspective to create value through certain economic, operational and strategic approaches. Most of the business models noted by the literature include blocks or sets of elements with operational roles, but there is no consensus on how canvas should be (Canestrino, et al, 2019). Some authors prefer to call it building blocks, components or just elements, although the former is the most commonly used (Almeida, et al, 2019).…”

“…According to Osterwalder and Pigneur in (Müller, 2019), the canvas business model consists of nine blocks that help one formulate a business idea into a business model (Almeida, et al, 2019;Canestrino, et al, 2019;Carter & Carter, 2020;Ojasalo & Ojasalo, 2018). Here are nine blocks on the business model canvas e.g., Customer Segments, the customer segment block describes a group of different people or organizations that the company wants to reach or serve.…”

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“…The use of BMC has also expanded in the fields of government and social enterprises as practiced by Martins et al (2019), Canestrino et al (2019), and Joyce & Paquin (2016). Martins et al (2019) in his research developed the ontology of public governance using the canvas business model approach (Sparviero, 2019) developing the Social Enterprise Model Canvas (SEMC) model as an alternative to the use of BMC in social companies.…”

“…Martins et al (2019) in his research developed the ontology of public governance using the canvas business model approach (Sparviero, 2019) developing the Social Enterprise Model Canvas (SEMC) model as an alternative to the use of BMC in social companies. Canestrino et al (2019) adapted BMC and produced a Canvas Social Model (SBM) in identifying key factors for creating social value. SBM canvas can then be used for social enterprise.…”