Align or perish: Social enterprise network orchestration in Sub-Saharan Africa

Nonstate actors such as social enterprises are increasingly influential for addressing pressing social needs in sub-Saharan Africa. Moving responsibility from the state to private entrepreneurs calls for a greater understanding of how single individuals achieve their social mission in a context characterized by acute poverty and where informal institutions, such as trust and collective norms, are strong governance mechanisms. This study recognizes the role of leader passion as a key element for gaining people’s trust in the social enterprise leader and the social mission. Qualitative data were collected on 37 leaders of Nigerian social enterprises in arenas such as health, women’s rights, children’s rights, AIDS/HIV care and education, and sustainable development. Drawing on 100 semistructured interviews, the authors develop an inductive model illustrating how leader passion interrelates with the social enterprise organizing and outcomes.

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Social enterprise resilience in sub-Saharan Africa

Business Strategy & Development ◽

10.1002/bsd2.11 ◽

2018 ◽

Vol 1 (1) ◽

pp. 53-63 ◽

Cited By ~ 2

Author(s):

David Littlewood ◽

Diane Holt

Keyword(s):

Social Enterprise ◽

Sub Saharan Africa ◽

Sub Saharan

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The Market Opportunity for Social Enterprise in Developing Nations

Strategic Marketing for Social Enterprises in Developing Nations - Advances in Business Strategy and Competitive Advantage ◽

10.4018/978-1-5225-7859-8.ch006 ◽

2019 ◽

pp. 132-152

Author(s):

Paul Egan ◽

James Lappeman

Keyword(s):

Middle Class ◽

Social Enterprise ◽

Developing Nations ◽

Social Enterprises ◽

Sub Saharan Africa ◽

Market Size ◽

Market Opportunity ◽

Sub Saharan ◽

Key Indicators

In this chapter, the authors explore the market opportunity for social enterprises by drawing on the sub-Saharan middle class. Specifically, they look at some key indicators of market size, potential, and diversity. By making use of a 10 city study on the sub-continent, a range of topics emerge that expose high levels of heterogeneity between markets. As the world's fastest growing continent (in population) as well as one of the poorest regions on earth, sub-Saharan Africa is a key target for social enterprises that seek to change lives while running sustainable profit-making organizations. As this chapter adds to the narrative around market sizing and potential, the discussion also points to the need for a sophisticated view of social enterprises as propagated in this book as a whole.

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Supporting sustainable, equitable growth in sub-Saharan Africa: a conceptual model for enabling social enterprise governance

Research Handbook on Entrepreneurship in Emerging Economies ◽

10.4337/9781788973717.00026 ◽

2020 ◽

pp. 302-324

Author(s):

Steven Pattinson ◽

Roseline Wanjiru

Keyword(s):

Conceptual Model ◽

Social Enterprise ◽

Sub Saharan Africa ◽

Sub Saharan ◽

Enterprise Governance

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The business of saving lives in Sub-Saharan Africa (SSA) - a social imperative? Insights from “The Global Soap Project”

Journal of Enterprising Communities People and Places in the Global Economy ◽

10.1108/jec-11-2014-0025 ◽

2016 ◽

Vol 10 (3) ◽

pp. 321-342 ◽

Cited By ~ 2

Author(s):

Nnamdi O. Madichie

Keyword(s):

Social Enterprise ◽

Ebola Virus ◽

Single Case ◽

Sub Saharan Africa ◽

Social Entrepreneur ◽

Personal Hygiene ◽

Single Case Study ◽

Content Type ◽

Sub Saharan

Purpose Using a single case study of The Global Soap Project, a social enterprise founded by an African Immigrant resident in the USA, this study aims to explore and posit how lives could be saved in Sub-Saharan Africa and especially so in light of the Ebola pandemic ravaging swathes of West African communities. Design/methodology/approach The qualitative study interrogates both the identity of a diasporic social entrepreneur in an attempt to develop a framework that links this concept to community entrepreneurship using a single case study. Findings With hindsight, The Global Soap Project has much to offer in terms of “saving lives” in these communities, as the battle against the Ebola virus calls for containment measures. Research limitations/implications While arguably limited in terms of being a single case, this study furthers the understanding on the role of social entrepreneurship in complementing community efforts and coping strategies for tackling pandemics such as the Ebola virus. Social implications Evidently, while vaccines are being fast-tracked, the spread of the virus can be curtailed through personal hygiene, and the project illustrates how an individual social enterprise can be leveraged at the community level. Originality/value The study provides avenues for future research enquiry into how single cases might be transformed into multiple cases, both within and across sectors, for the benefit of humanity in general and affected communities in particular.

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World Bicycle Relief: Social Enterprise Business Model

Kellogg School of Management Cases ◽

10.1108/case.kellogg.2021.000063 ◽

2018 ◽

pp. 1-15

Author(s):

Jan A. Van Mieghem ◽

Vadim Glinsky

Keyword(s):

Business Model ◽

Social Enterprise ◽

Social Impact ◽

Health Workers ◽

Sub Saharan Africa ◽

Indian Ocean Tsunami ◽

For Profit ◽

Not For Profit ◽

The Social ◽

Sub Saharan

In this case, students assume the roles of FK Day and Dave Neiswander, leaders of the social enterprise World Bicycle Relief (WBR), which donates and sells bicycles in sub-Saharan Africa. As a social enterprise, WBR combines not-for-profit and for-profit activities. Starting as a traditional not-for-profit organization formed to donate bicycles after the Indian Ocean tsunami in 2004, WBR eventually added a for-profit arm to facilitate growth and reduce its dependence on donations and grants. As a result, by 2017 WBR had distributed around 400,000 bicycles, primarily to schoolgirls, entrepreneurs, and health workers. As the organization grows, its leaders are interested in optimizing operations and entering new countries in Africa. What is the optimal distribution of WBR's resources between its for-profit and not-for-profit operations? How should it define the objective of its operations: should WBR maximize its social impact or the total number of bicycles in the field? Which countries should it enter? To answer those questions, students are required to analyze the social enterprise business model. This analysis starts at the strategic level and ties into the operational level. If desired, this analysis can be followed by an Excel optimization of WBR's operations. The case contains historical data on the organization and poses questions that can be analyzed from the perspectives of a number of academic fields. It can be used in various types of courses including strategy, not-for-profit organizations, operations, and finance. The instructor materials include a prepared Excel model that can be used to make the quantitative analysis accessible to students without quantitative backgrounds, videos from WBR, and a video that shows FK Day and Dave Neiswander answering questions in the inaugural use of the case at Kellogg.

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RTS,S/AS01, a vaccine targeting pre-erythrocytic stages of Plasmodium falciparum

Emerging Topics in Life Sciences ◽

10.1042/etls20170101 ◽

2017 ◽

Vol 1 (6) ◽

pp. 533-537

Author(s):

Lorenz von Seidlein ◽

Borimas Hanboonkunupakarn ◽

Podjanee Jittmala ◽

Sasithon Pukrittayakamee

Keyword(s):

Protective Efficacy ◽

Age Groups ◽

Sub Saharan Africa ◽

Phase Iii ◽

European Medicines Agency ◽

Older Children ◽

Pivotal Phase ◽

Malaria Epidemiology ◽

Maximum Benefit ◽

Sub Saharan

RTS,S/AS01 is the most advanced vaccine to prevent malaria. It is safe and moderately effective. A large pivotal phase III trial in over 15 000 young children in sub-Saharan Africa completed in 2014 showed that the vaccine could protect around one-third of children (aged 5–17 months) and one-fourth of infants (aged 6–12 weeks) from uncomplicated falciparum malaria. The European Medicines Agency approved licensing and programmatic roll-out of the RTSS vaccine in malaria endemic countries in sub-Saharan Africa. WHO is planning further studies in a large Malaria Vaccine Implementation Programme, in more than 400 000 young African children. With the changing malaria epidemiology in Africa resulting in older children at risk, alternative modes of employment are under evaluation, for example the use of RTS,S/AS01 in older children as part of seasonal malaria prophylaxis. Another strategy is combining mass drug administrations with mass vaccine campaigns for all age groups in regional malaria elimination campaigns. A phase II trial is ongoing to evaluate the safety and immunogenicity of the RTSS in combination with antimalarial drugs in Thailand. Such novel approaches aim to extract the maximum benefit from the well-documented, short-lasting protective efficacy of RTS,S/AS01.

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