메뉴 건너뛰기




Volumn 43, Issue 2-3, 2010, Pages 308-325

Building social business models: Lessons from the grameen experience

Author keywords

[No Author keywords available]

Indexed keywords

BUSINESS MODEL INNOVATION; BUSINESS MODELS; LESSONS LEARNED; NEW BUSINESS MODELS; VALUE CONSTELLATION; VALUE PROPOSITION;

EID: 77952583683     PISSN: 00246301     EISSN: None     Source Type: Journal    
DOI: 10.1016/j.lrp.2009.12.005     Document Type: Article
Times cited : (875)

References (41)
  • 1
    • 0000996807 scopus 로고    scopus 로고
    • How corporate social responsibility pays off
    • suggest that the financial performance of the firm is positively impacted if five strategic dimensions of CSR (visibility, appropriability, voluntarism, centrality and proactivity) are strategically managed
    • Burke L., Longsdon J.M. How corporate social responsibility pays off. Long Range Planning 1996, 29(4):495-502. suggest that the financial performance of the firm is positively impacted if five strategic dimensions of CSR (visibility, appropriability, voluntarism, centrality and proactivity) are strategically managed.
    • (1996) Long Range Planning , vol.29 , Issue.4 , pp. 495-502
    • Burke, L.1    Longsdon, J.M.2
  • 2
    • 36348992491 scopus 로고    scopus 로고
    • Strategic corporate social responsibility and value creation among large firms: lessons from the spanish experience
    • while, test those dimensions in the Spanish context, showing that visibility and appropriability are the most salient with respect to financial performance
    • Husted B.W., Allen D.B. Strategic corporate social responsibility and value creation among large firms: lessons from the spanish experience. Long Range Planning 2007, 40(6):594-610. while, test those dimensions in the Spanish context, showing that visibility and appropriability are the most salient with respect to financial performance.
    • (2007) Long Range Planning , vol.40 , Issue.6 , pp. 594-610
    • Husted, B.W.1    Allen, D.B.2
  • 3
    • 0001517753 scopus 로고
    • The evolution of the corporate social performance model
    • Wartick S.L., Cochran P.L. The evolution of the corporate social performance model. The Academy of Management Review 1985, 10(4):758-769.
    • (1985) The Academy of Management Review , vol.10 , Issue.4 , pp. 758-769
    • Wartick, S.L.1    Cochran, P.L.2
  • 4
    • 0000758307 scopus 로고
    • A three-dimensional conceptual model of corporate performance
    • follow, in characterizing four possible corporate postures: reactive (which involves denying, and doing less than required), defensive (admitting, and doing the least that is required), accommodative (accepting, and doing all that is required) and proactive (which describes anticipating, and doing more than is required)
    • Carroll A.B. A three-dimensional conceptual model of corporate performance. Academy of Management Review 1979, 4(4):497-505. follow, in characterizing four possible corporate postures: reactive (which involves denying, and doing less than required), defensive (admitting, and doing the least that is required), accommodative (accepting, and doing all that is required) and proactive (which describes anticipating, and doing more than is required).
    • (1979) Academy of Management Review , vol.4 , Issue.4 , pp. 497-505
    • Carroll, A.B.1
  • 5
    • 0002203273 scopus 로고    scopus 로고
    • Strategy innovation and the quest for value
    • The main references on strategic innovation include
    • Hamel G. Strategy innovation and the quest for value. Sloan Management Review 1998, 39(2):7-14. The main references on strategic innovation include.
    • (1998) Sloan Management Review , vol.39 , Issue.2 , pp. 7-14
    • Hamel, G.1
  • 6
    • 31144478107 scopus 로고    scopus 로고
    • Strategic innovation: the construct, its drivers and its strategic outcomes
    • Schlegelmilch B., Diamantopoulos A., Kreuz P. Strategic innovation: the construct, its drivers and its strategic outcomes. Journal of Strategic Marketing 2003, 11(2):117-133.
    • (2003) Journal of Strategic Marketing , vol.11 , Issue.2 , pp. 117-133
    • Schlegelmilch, B.1    Diamantopoulos, A.2    Kreuz, P.3
  • 9
    • 31744440089 scopus 로고    scopus 로고
    • Social entrepreneurship research: a source of explanation prediction and delight
    • The quotations are from p. 37 and 39
    • Mair J., Marti I. Social entrepreneurship research: a source of explanation prediction and delight. Journal of World Business 2006, 41(1):36-44. The quotations are from p. 37 and 39.
    • (2006) Journal of World Business , vol.41 , Issue.1 , pp. 36-44
    • Mair, J.1    Marti, I.2
  • 10
    • 77952585875 scopus 로고    scopus 로고
    • Social businesses also differ from 'bottom-of-the-pyramid' strategies, where multinational companies merely seek financial profits, and social profits are only a by-product of economic profit.
    • Social businesses also differ from 'bottom-of-the-pyramid' strategies, where multinational companies merely seek financial profits, and social profits are only a by-product of economic profit.
  • 11
    • 0036299320 scopus 로고    scopus 로고
    • The role of the business model in capturing value from innovation: evidence from Xerox Corporation's technology spin-off companies
    • Chesbrough H., Rosenbloom R.S. The role of the business model in capturing value from innovation: evidence from Xerox Corporation's technology spin-off companies. Industrial and Corporate Change 2002, 11(3):529-555.
    • (2002) Industrial and Corporate Change , vol.11 , Issue.3 , pp. 529-555
    • Chesbrough, H.1    Rosenbloom, R.S.2
  • 12
    • 37749043272 scopus 로고    scopus 로고
    • The fit between product market strategy and business model: implications for firm performance
    • Zott C., Amit R. The fit between product market strategy and business model: implications for firm performance. Strategic Management Journal 2008, 29(1):1-26.
    • (2008) Strategic Management Journal , vol.29 , Issue.1 , pp. 1-26
    • Zott, C.1    Amit, R.2
  • 13
    • 0027633471 scopus 로고    scopus 로고
    • From value chain to value constellation: designing interactive strategy
    • This vocabulary stems from
    • Normann R., Ramirez R. From value chain to value constellation: designing interactive strategy. Harvard Business Review 1996, 71(4):65-77. This vocabulary stems from.
    • (1996) Harvard Business Review , vol.71 , Issue.4 , pp. 65-77
    • Normann, R.1    Ramirez, R.2
  • 16
    • 33846508622 scopus 로고    scopus 로고
    • Why companies should have open business models
    • Chesbrough H. Why companies should have open business models. MIT Sloan Management Review 2007, 48(2):21-28.
    • (2007) MIT Sloan Management Review , vol.48 , Issue.2 , pp. 21-28
    • Chesbrough, H.1
  • 17
    • 0003942584 scopus 로고
    • Porter's work is in line with the competitive paradigm, whereas Dyer and Singh are mostly cited for the cooperation paradigm. See, The Free Press, New York
    • Porter M.E. Competitive Strategy 1980, Porter's work is in line with the competitive paradigm, whereas Dyer and Singh are mostly cited for the cooperation paradigm. See, The Free Press, New York.
    • (1980) Competitive Strategy
    • Porter, M.E.1
  • 18
    • 0032348699 scopus 로고    scopus 로고
    • The relational view: cooperative strategy and sources of inter-organizational competitive advantage
    • Dyer J., Singh H. The relational view: cooperative strategy and sources of inter-organizational competitive advantage. Academy of Management Review 1998, 23(4):660-679.
    • (1998) Academy of Management Review , vol.23 , Issue.4 , pp. 660-679
    • Dyer, J.1    Singh, H.2
  • 19
    • 0001276069 scopus 로고    scopus 로고
    • Alliances and networks
    • See
    • Gulati R. Alliances and networks. Strategic Management Journal 1998, 19(4):293-318. See.
    • (1998) Strategic Management Journal , vol.19 , Issue.4 , pp. 293-318
    • Gulati, R.1
  • 20
    • 33846679226 scopus 로고    scopus 로고
    • Co-creating Business's New Social Compact
    • Brugmann J., Prahalad C.K. Co-creating Business's New Social Compact. Harvard Business Review 2007, 85(2):80-90.
    • (2007) Harvard Business Review , vol.85 , Issue.2 , pp. 80-90
    • Brugmann, J.1    Prahalad, C.K.2
  • 21
    • 38349048241 scopus 로고    scopus 로고
    • Profitable business models and market creation in the context of deep poverty: a strategic view
    • Seelos C., Mair J. Profitable business models and market creation in the context of deep poverty: a strategic view. Academy of Management Perspectives 2007, 21(4):49-63.
    • (2007) Academy of Management Perspectives , vol.21 , Issue.4 , pp. 49-63
    • Seelos, C.1    Mair, J.2
  • 22
    • 0030292374 scopus 로고    scopus 로고
    • Profits for nonprofits: find a corporate partner
    • Andreasen A.R. Profits for nonprofits: find a corporate partner. Harvard Business Review 1996, 74(6):47-59.
    • (1996) Harvard Business Review , vol.74 , Issue.6 , pp. 47-59
    • Andreasen, A.R.1
  • 23
    • 0002091362 scopus 로고
    • The new learning strategy: anytime, anything, anywhere
    • Slocum J.W., McGill M., Lei D.T. The new learning strategy: anytime, anything, anywhere. Organizational Dynamics 1994, 23(2):33-47.
    • (1994) Organizational Dynamics , vol.23 , Issue.2 , pp. 33-47
    • Slocum, J.W.1    McGill, M.2    Lei, D.T.3
  • 24
    • 2442485895 scopus 로고    scopus 로고
    • Strategic innovation and the science of learning
    • Govindarajan V., Trimble C. Strategic innovation and the science of learning. MIT Sloan Management Review 2004, 45(2):67-75.
    • (2004) MIT Sloan Management Review , vol.45 , Issue.2 , pp. 67-75
    • Govindarajan, V.1    Trimble, C.2
  • 26
    • 20444435086 scopus 로고    scopus 로고
    • The disruption opportunity
    • Gilbert C. The disruption opportunity. MIT Sloan Management Review 2003, 44(4):27-33.
    • (2003) MIT Sloan Management Review , vol.44 , Issue.4 , pp. 27-33
    • Gilbert, C.1
  • 27
    • 0002203273 scopus 로고    scopus 로고
    • Strategy innovation and the quest for value
    • Hamel G. Strategy innovation and the quest for value. Sloan Management Review 1998, 39(2):7-14.
    • (1998) Sloan Management Review , vol.39 , Issue.2 , pp. 7-14
    • Hamel, G.1
  • 28
    • 77952584014 scopus 로고    scopus 로고
    • Business models: creating new markets and societal wealth
    • See
    • Thompson J.D., MacMillan I.C. Business models: creating new markets and societal wealth. Long Range Planning 2010, 43(2-3):291-307. See.
    • (2010) Long Range Planning , vol.43 , Issue.2-3 , pp. 291-307
    • Thompson, J.D.1    MacMillan, I.C.2
  • 29
    • 0042090748 scopus 로고    scopus 로고
    • Corporate social and financial performance: a meta-analysis
    • The meta-analysis in, 52 studies
    • Orlitzky M., Schmidt F.L., Rynes S.L. Corporate social and financial performance: a meta-analysis. Organization Studies 2003, 24(3):403-441. The meta-analysis in, 52 studies.
    • (2003) Organization Studies , vol.24 , Issue.3 , pp. 403-441
    • Orlitzky, M.1    Schmidt, F.L.2    Rynes, S.L.3
  • 30
    • 0347569255 scopus 로고    scopus 로고
    • Misery loves companies: rethinking social initiatives by business
    • Margolis while.J.D., Walsh J.P. Misery loves companies: rethinking social initiatives by business. Administrative Science Quarterly 2003, 48(2):268-305.
    • (2003) Administrative Science Quarterly , vol.48 , Issue.2 , pp. 268-305
    • Margolis, W.J.D.1    Walsh, J.P.2
  • 31
    • 0000253595 scopus 로고    scopus 로고
    • Corporate Social responsibility and financial performance: correlation or misspecification?
    • McWilliams A., Siegel D. Corporate Social responsibility and financial performance: correlation or misspecification?. Strategic Management Journal 2000, 21(5):603-610.
    • (2000) Strategic Management Journal , vol.21 , Issue.5 , pp. 603-610
    • McWilliams, A.1    Siegel, D.2
  • 32
    • 34547340020 scopus 로고    scopus 로고
    • Stakeholder influence capacity and the variability of financial returns to corporate social responsibility
    • See, The quotation is from p. 794
    • Barnett M.L. Stakeholder influence capacity and the variability of financial returns to corporate social responsibility. Academy of Management Review 2007, 32(3):794-816. See, The quotation is from p. 794.
    • (2007) Academy of Management Review , vol.32 , Issue.3 , pp. 794-816
    • Barnett, M.L.1
  • 33
    • 35648967592 scopus 로고    scopus 로고
    • Corporate reputation and an insurance motivation for corporate social investment
    • Brammer S., Pavelin S. Corporate reputation and an insurance motivation for corporate social investment. The Journal of Corporate Citizenship 2005, 20:39-51.
    • (2005) The Journal of Corporate Citizenship , vol.20 , pp. 39-51
    • Brammer, S.1    Pavelin, S.2
  • 34
    • 21744445921 scopus 로고    scopus 로고
    • Corporate social performance and organizational attractiveness to prospective employees
    • Turban D.B., Greening D.W. Corporate social performance and organizational attractiveness to prospective employees. Academy of Management Journal 1997, 40(3):658-672.
    • (1997) Academy of Management Journal , vol.40 , Issue.3 , pp. 658-672
    • Turban, D.B.1    Greening, D.W.2
  • 35
    • 33644627834 scopus 로고    scopus 로고
    • The role of corporate social responsibility in strengthening multiple stakeholder relationships: a field experiment
    • Sen S., Bhattacharya C.B., Korschun D. The role of corporate social responsibility in strengthening multiple stakeholder relationships: a field experiment. Journal of the Academy of Marketing Science 2006, 34(2):158-166.
    • (2006) Journal of the Academy of Marketing Science , vol.34 , Issue.2 , pp. 158-166
    • Sen, S.1    Bhattacharya, C.B.2    Korschun, D.3
  • 36
    • 77952584695 scopus 로고    scopus 로고
    • Telenor of Norway, Marubeni of Japan and New-York based Gonofone Development Company.
    • Telenor of Norway, Marubeni of Japan and New-York based Gonofone Development Company.
  • 37
    • 77952586255 scopus 로고    scopus 로고
    • In their framework based on four factors (affordability, acceptability, availability and awareness), Anderson and Markides (2007) have focused on how to increase the awareness for a product launch at the bottom of the pyramid.
    • In their framework based on four factors (affordability, acceptability, availability and awareness), Anderson and Markides (2007) have focused on how to increase the awareness for a product launch at the bottom of the pyramid.
  • 38
    • 35748932965 scopus 로고    scopus 로고
    • Strategic innovation at the base of the pyramid
    • see
    • Anderson J., Markides C. Strategic innovation at the base of the pyramid. MIT Sloan Management Review 2007, 49(1):83-88. see.
    • (2007) MIT Sloan Management Review , vol.49 , Issue.1 , pp. 83-88
    • Anderson, J.1    Markides, C.2
  • 39
    • 0001073758 scopus 로고
    • Building theories from case study research
    • As shown by
    • Eisenhardt K.M. Building theories from case study research. Academy of Management Review 1989, 14(4):532-551. As shown by.
    • (1989) Academy of Management Review , vol.14 , Issue.4 , pp. 532-551
    • Eisenhardt, K.M.1
  • 41
    • 35348992672 scopus 로고    scopus 로고
    • Methodological fit in organizational field research
    • Edmondson A., McManus S. Methodological fit in organizational field research. Academy of Management Review 2007, 32(4):1155-1179.
    • (2007) Academy of Management Review , vol.32 , Issue.4 , pp. 1155-1179
    • Edmondson, A.1    McManus, S.2


* 이 정보는 Elsevier사의 SCOPUS DB에서 KISTI가 분석하여 추출한 것입니다.