The One for One Movement: The New Social Business Model

2015 ◽  
pp. 321-333
Author(s):  
M. Isabel Sánchez-Hernández
Keyword(s):  
Business Model ◽  
Social Business ◽  
The One

Technological unemployment and the business model of sharing economy in conditions of digitalized economy

2021 ◽  
Vol 21 (1) ◽  
pp. 208-225
Author(s):  
Lyudmila Belova
Keyword(s):  
Business Model ◽  
Industrial Revolution ◽  
Negative Impact ◽  
Well Being ◽  
Sharing Economy ◽  
Technological Unemployment ◽  
The One ◽  
Development Paradigm ◽  
The Impact ◽  
Industrial Revolutions

The article traces the impact of innovation on employment and workers income during industrial revolutions. The aim of the study is to identify the business model that contributes to improving the well-being and reducing negative impact of innovative transformations on employees. To achieve this goal, we analyze: the conceptions of industrial revolutions; the “Engels pause”, which arose during the First Industrial Revolution as a “surge” in inequality due to the contradiction between productivity growth and profit, on the one hand, and the stagnation of workers’ real incomes, on the other; the effect of replacing manual labor with automated one; the problems of technological unemployment; the digital business model of sharing economy. The findings report conclusions concerning the change in economic development paradigm as a result of the replacement of classical consumption models by sharing economy business model, on the prospects of the sharing economy business model in the context of its ability to solve employment problems, overcome technological unemployment and increase employees’ income. The achieved results can be useful for policymakers and corporate structures that design innovative development strategies.

The University in a Retail Context

2019 ◽  
pp. 249-267
Author(s):  
Xhimi Hysa ◽  
Vusal Gambarov ◽  
Besjon Zenelaj
Keyword(s):  
Business Model ◽  
Social Value ◽  
Social Business ◽  
Business Model Canvas ◽  
The Social ◽  
Retail Activity ◽  
The University ◽  
Case Based

On-campus retailing is a spread practice, but academia has almost underestimated its potential. Nevertheless, not every type of retail activity adds value to customers and society. When the proposed value is society-driven and sensitive to consumers' wellbeing, customers' engagement increases. One business model, through which it is possible to exploit the benefits of on-campus retailing by adding social value, is the Yunus Social Business. This is a case-based study aiming to describe, through the Social Business Model Canvas, the founding of an organic shop within a university that is supplied by administrative staff of the university that are at the same time also local farmers. Further, the shop aims to resell organic food to university staff and students. The case study is theoretically enriched by traditional Porterian frameworks and new service frameworks such as the service-dominant logic by emphasizing the role of value proposition, value co-creation, and value-in-context.

scholarly journals Business Models in Water Supply Companies—Key Implications of Trust

2020 ◽  
Vol 17 (8) ◽  
pp. 2770
Author(s):  
Adam Jabłoński ◽  
Marek Jabłoński
Keyword(s):  
Water Supply ◽  
Business Model ◽  
Business Models ◽  
Social Issues ◽  
Social Economy ◽  
Economic Effects ◽  
Social Business ◽  
Water Sector ◽  
Component Structure ◽  
The Social

Currently, trust is one of the key factors that ensures the acceptable mechanisms of economic and social relationships. It is not only an element of correct communication, but also a factor in inter-organizational bonds and a source of social dialogue. Trust has become a factor in the creation of value, as well as a key component of the conceptualization and operationalization of business models. It has revealed many problems at the strategic level, in the water sector in particular. From this perspective, trust is a major factor of strategies, models, and business processes which are currently being built. New types of business models that emerge have also started to include trust as part of their configuration. This is the case in the construction and implementation of social business models. A social business model can be understood as a business model whose factors that stimulate development include social aspects expressed in balancing economic, environmental, and social issues with the involvement of communities and their dynamic communication focused on the selected attributes of business models that stimulate growth and that are conducive to achieving success, expressed by economic and/or social profit. The satisfaction of stakeholders with such a solution is another condition for embedding this solution in the sphere of the social economy. In this approach, trust, which stimulates the growth of social and economic value in the component structure of the social business model, becomes particularly important. The aim of the paper is to present the place and role of trust as a key component of social business models. The scope of the paper includes research into public water sector industry companies located in the Province of Silesia and their social business models, with a focus on defining the position of trust among other attributes of these business models. The authors put forward a hypothesis that trust is a crucial component of the social business models of water supply companies that operate at the intersection of the market and social economy. Trust also helps companies from the water supply sector achieve both social and economic effects. It also becomes a source of reverse market polarization, where the value of a social business model materializes to create social and environmental effects without detriment to the economic effects.

scholarly journals Trust as a Key Factor in Shaping the Social Business Model of Water Supply Companies

2019 ◽  
Vol 11 (20) ◽  
pp. 5805 ◽  
Author(s):  
Jabłoński ◽  
Jabłoński
Keyword(s):  
Water Supply ◽  
Business Model ◽  
Business Models ◽  
Scientific Research ◽  
Social Enterprises ◽  
Social Business ◽  
The Social ◽  
Wide Range ◽  
Key Factor ◽  
Water Supply Company

The current principles of doing business differ radically from those that were applied a few years ago. Global economic crises have shown that business must have a more social character. This gave rise to the creation of management solutions that would guarantee the satisfaction of a wide range of corporate stakeholders. In this context, ideas based on social potential began to emerge. As a consequence, the concept of social business models was born, accompanied by an attempt to search for the best business models possible in order to build the appropriate configuration of their components. According to the authors, an attribute of trust may be such a component based on which effective social business models can be built. As water supply companies are social enterprises, they have become the object of scientific research in this case. The purpose of the article is to determine the position of trust in the construction and application of social business models of water supply companies. The scope of the article includes scientific research into water supply companies in the most industrial region of Poland, Upper Silesia, with the most extensive and dense water supply network in the country. In this article, the AHP (analytic hierarchy process) method was used to conduct research. The aim of the analysis was focusing on the issue of trust as a key factor in shaping the social business model of the company. In the questionnaires, respondents were asked to answer questions on the following issues: trust-based organizational behavior at the company; trust-based social capital at the company; trust-based relationships at the company; trust-based processes and activities at the company; trust-based risk at the company; and the trust-based business model at the company. The adopted logic of the scientific argument conducted indicates that trust and its place and role in the social business model of a water supply company have a significant impact on the social and economic performance of the water supply company, and as a consequence, on increased social responsibility towards stakeholders as well. Trust even stabilizes the organization and its business model; it is also a value catalyst and neutralizes the potentially negative impact of the organization on other entities gathered around it. Trust as a stabilizer can also affect the consistency and scalability of the social business model of a water supply company.

scholarly journals Do Business Graduates Intend to Adopt the Social Business Model? A Perspective of Developing Country

2020 ◽  
Vol 1 (1-2) ◽  
pp. 31-47
Author(s):  
Muhammad Ismail Hossain ◽  
Nasrin Akter
Keyword(s):  
Developing Country ◽  
Business Model ◽  
Entrepreneurial Intention ◽  
Business Leaders ◽  
Social Business ◽  
Business Graduates ◽  
The Social ◽  
The World ◽  
Future Business ◽  
Adoption Intention

Social business model (SBM) although presumed to be a saviour of businesses and the world in terms of reach, frequency and impact on society, is yet to be adopted by countries around the world including the developing countries, which potentially could enjoy the greatest benefits from adopting this business model. This study contributes to this end by testing the adoption intention of SBM by applying the theory of planned behaviour from a developing country perspective that happens to be the birthplace of SBM. Drawing on the data collected from the largest university of a developing country that houses over 40,000 students and the future business leaders, this paper presents the underlying psychological drivers behind adopting SBM. Findings show that SBM adoption intention is facilitated by attitude and subjective norms; however, constrained by perceived behavioural control, which contrasts the existing entrepreneurial intention-based findings. Explanations and implications of such findings are provided.

Social business model design and implementation in developing countries

2017 ◽  
Vol 36 (1) ◽  
pp. 48-57 ◽  
Author(s):  
Valerie Sabatier ◽  
Ignace Medah ◽  
Peter Augsdorfer ◽  
Anthony Maduekwe
Keyword(s):  
Developing Countries ◽  
Business Model ◽  
Business Models ◽  
Model Design ◽  
Social Business ◽  
Value Capture ◽  
Content Type ◽  
Design And Implementation ◽  
The Social ◽  
Business Model Design

Purpose The purpose of this paper is to contribute to the emergent research on social business models by revealing challenges encountered by the design and implementation of such business models. Design/methodology/approach Case study of the development of FACA, an affordable medicine used to treat sickle cell disease, from traditional medicine to market in Burkina Faso. Findings Social business models present important challenges in terms of value capture for all stakeholders. The social profit equation and the profit equation suggested by Yunus et al. are difficult to apply in practice, and therefore, social business model design should consider the social and profit equations jointly. Originality/value Developing countries are seeking different approaches to innovation and healthcare. Social business models appear as one of the potential solutions to bring value to society, organizations, and individuals. The identification of challenges raised by social business models can help policymakers and executives in the design and implementation of these social business models.

scholarly journals Microfinance Meets the Market

2009 ◽  
Vol 23 (1) ◽  
pp. 167-192 ◽  
Author(s):  
Robert Cull ◽  
Asli Demirgüç-Kunt ◽  
Jonathan Morduch
Keyword(s):  
Interest Rates ◽  
Business Model ◽  
Microfinance Institutions ◽  
Social Business ◽  
Grameen Bank ◽  
Large Dataset ◽  
For Profit ◽  
The Future ◽  
Massive Scale ◽  
Single Path

In this paper, we examine the economic logic behind microfinance institutions and consider the movement from socially oriented nonprofit microfinance institutions to for- profit microfinance. Drawing on a large dataset that includes most of the world's leading microfinance institutions, we explore eight questions about the microfinance “industry”: Who are the lenders? How widespread is profitability? Are loans in fact repaid at the high rates advertised? Who are the customers? Why are interest rates so high? Are profits high enough to attract profit-maximizing investors? How important are subsidies? The evidence suggests that investors seeking pure profits would have little interest in most of the institutions we see that are now serving poorer customers. We will suggest that the future of microfinance is unlikely to follow a single path. The recent clash between supporters of profit-driven Banco Compartamos and of the Grameen Bank with its “social business” model offers us a false choice. Commercial investment is necessary to fund the continued expansion of microfinance, but institutions with strong social missions, many taking advantage of subsidies, remain best placed to reach and serve the poorest customers, and some are doing so at a massive scale. The market is a powerful force, but it cannot fill all gaps.

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