scholarly journals Teaching Case: Social Entrepreneurs and Impact Investors: A Match Made in Heaven?—Case Study of Le Champignon de Bruxelles

2021 ◽  
Vol 13 (20) ◽  
pp. 11467
Author(s):  
Freek Van Doninck ◽  
Johanna Vanderstraeten ◽  
Ine Paeleman ◽  
Luc Van Liedekerke
Keyword(s):  
Business Model ◽  
Turning Point ◽  
Strategic Choices ◽  
Pragmatic Approach ◽  
Social Entrepreneurs ◽  
Teaching Case ◽  
The Moment ◽  
Made In ◽  
Do So

This teaching case addresses the strategic choices of social entrepreneurs and the issues they face in search of funding. In the heart of Europe’s capital, Brussels, two aspiring entrepreneurs founded Le Champignon de Bruxelles to produce exotic mushrooms. Being true social entrepreneurs, they use a recycled substrate—brewery dredge—to do so, as such, minimizing the distance the mushrooms travel from farm to plate. After the typical “entrepreneur-in-the-basement” start, they are now at a turning point. They established themselves as a serious player in the market, producing over 6000 kg of mushrooms every month. This journey, however, did not come without its challenges. Along the way, they struggled to reconcile their idealistic mindset with the realities of the economic system and adopted a more pragmatic approach in response. At the moment, they are at a decisive moment in the company’s development and are contemplating whether their current business model should be diversified and internationalized.

Ch.3 Validity, s.2: Grounds for avoidance, Art.3.2.14

2015 ◽  
Author(s):  
du Plessis Jacques
Keyword(s):  
The Other ◽  
Retroactive Effect ◽  
General Proposition ◽  
Contractual Obligations ◽  
The Moment ◽  
Made In ◽  
Do So

This commentary focuses on Article 3.2.14 of the UNIDROIT Principles of International Commercial Contracts (PICC) concerning the retroactive effect of avoidance of a contract. Under Art 3.2.14, avoidance takes effect retroactively; that is, the contract is regarded as never having existed, and not merely as non-existent from the moment of avoidance. Unfulfilled obligations fall away and performances made in fulfilment of obligations have to be returned, according to Art 3.2.15. However, this is only a general proposition. Where avoidance only relates to certain terms of the contract, the other terms, whether fulfilled or unfulfilled, are left undisturbed, unless it would be unreasonable to do so. This commentary discusses the effect of retroactive avoidance in general, as well as its effect on contractual obligations, including unfulfilled and unaffected obligations and fulfilled obligations.

The Lux Made in Case Study

2017 ◽  
pp. 195-224
Author(s):  
Donatella Padua
Keyword(s):  
Organizational Structure ◽  
Business Model ◽  
Design Thinking ◽  
Virtual Space ◽  
Digital Culture ◽  
Digital Environment ◽  
Complex Approach ◽  
Micro Enterprises ◽  
Made In

The LMI Made-in-Italy (MiI) Jewelry business model which brings together the innovative concept of luxury Digital District (DD) and an e-commerce innovative platform is presented. The DD represents the shift from a traditional jewelry Industrial District of networked Micro-Enterprises (MEs), namely artisans, tied to the physical dimension of a territory to a social and intangible digital environment in the virtual space which leverages a co-petitive crowdsourcing e-commerce platform. The innovative LMI platform enables young Italian artisans throughout Italy to feature an end-to-end global export business without intermediaries. Export wouldn't be viable to MEs by means of their small organizational structure, lack of digital culture and technologies. LMI copes with this issue, taking over MEs marketing, sales and logistics processes by earning a percentage on sales. An original complex approach to the analysis of the LMI value proposition issues is performed via methodologies integrating traditional methods with participated Design Thinking techniques.

scholarly journals Making Modern Migraine Medieval: Men of Science, Hildegard of Bingen and the Life of a Retrospective Diagnosis

2014 ◽  
Vol 58 (3) ◽  
pp. 354-374 ◽  
Author(s):  
Katherine Foxhall
Keyword(s):  
Scientific Evidence ◽  
Historical Context ◽  
Meaningful Work ◽  
Retrospective Diagnosis ◽  
Hildegard Of Bingen ◽  
Methodological Problems ◽  
The Moment ◽  
New Formulation ◽  
Made In

AbstractCharles Singer’s retrospective diagnosis of Hildegard of Bingen as a migraine sufferer, first made in 1913, has become commonly accepted. This article uses Hildegard as a case study to shift our focus from a polarised debate about the merits or otherwise of retrospective diagnosis, to examine instead what happens when diagnoses take on lives of their own. It argues that simply championing or rejecting retrospective diagnosis is not enough; that we need instead to appreciate how, at the moment of creation, a diagnosis reflects the significance of particular medical signs and theories in historical context and how, when and why such diagnoses can come to do meaningful work when subsequently mobilised as scientific ‘fact’. This article first traces the emergence of a new formulation of migraine in the nineteenth century, then shows how this context enabled Singer to retrospectively diagnose Hildegard’s migraine and finally examines some of the ways in which this idea has gained popular and academic currency in the second half of the twentieth century. The case of Hildegard’s migraine reminds us of the need to historicise scientific evidence just as rigorously as we historicise our other material and it exposes the cumulative methodological problems that can occur when historians use science, and scientists use history on a casual basis.

The Lux Made in Case Study

Crowdsourcing ◽  
2019 ◽  
pp. 440-469
Author(s):  
Donatella Padua
Keyword(s):  
Organizational Structure ◽  
Business Model ◽  
Design Thinking ◽  
Virtual Space ◽  
Digital Culture ◽  
Digital Environment ◽  
Complex Approach ◽  
Micro Enterprises ◽  
Made In

The LMI Made-in-Italy (MiI) Jewelry business model which brings together the innovative concept of luxury Digital District (DD) and an e-commerce innovative platform is presented. The DD represents the shift from a traditional jewelry Industrial District of networked Micro-Enterprises (MEs), namely artisans, tied to the physical dimension of a territory to a social and intangible digital environment in the virtual space which leverages a co-petitive crowdsourcing e-commerce platform. The innovative LMI platform enables young Italian artisans throughout Italy to feature an end-to-end global export business without intermediaries. Export wouldn't be viable to MEs by means of their small organizational structure, lack of digital culture and technologies. LMI copes with this issue, taking over MEs marketing, sales and logistics processes by earning a percentage on sales. An original complex approach to the analysis of the LMI value proposition issues is performed via methodologies integrating traditional methods with participated Design Thinking techniques.

Artistic creative social entrepreneurs and business model innovation

2019 ◽  
Vol 21 (2) ◽  
pp. 149-162 ◽  
Author(s):  
Noel James Pearse ◽  
Judita Peterlin
Keyword(s):  
Business Model ◽  
Identity Theory ◽  
Role Identity ◽  
Business Model Innovation ◽  
Social Entrepreneur ◽  
Social Entrepreneurs ◽  
Content Type ◽  
Study Approach ◽  
Role Identity Theory

Purpose From the perspective of role identity theory, the purpose of this paper is to explain how an artistic creative entrepreneur has set up and operates a business that incorporates a component of social responsibility into the business model. Design/methodology/approach An explanatory case study approach was followed in analysing the case of Alenka Repic, the founder and creative director of the company Kaaita, which operates from Slovenia. Data were collected through documentation and interviews and content analysis was used to analyse the data. Findings Kaaita has adopted an innovative and socially responsible business model as an artistic creative enterprise. The case study firstly introduces Kaaita and its innovative business model. Thereafter, it describes and discusses the defining roles of Alenka Repic as an entrepreneur and how these roles have shaped what Kaaita does and how it operates. Research limitations/implications This explanatory case study has presented the unique case of an artistic creative social entrepreneur, and the innovative business model that has been adopted. However, because only one case has been presented here, it is recommended that additional case studies be conducted. It is also recommended that additional research be conducted in the area of sustainable business model innovation. Practical implications The case illustrates how a more deliberate consideration of their role identity could assist entrepreneurs in aligning their personal values and beliefs with how they create, operate and develop their enterprise. It also serves as a reminder to both scholars and aspiring entrepreneurs that the essence of entrepreneurship is to have the passion and courage to be innovative and disruptive and that educators should focus on cultivating skills that are related to identifying and exploiting opportunities for innovative disruption. Originality/value The study draws on role identity theory to gain insight into the roles that are exercised in developing an innovative business model that combines diverse types of entrepreneurship.

scholarly journals ORGANISATIONAL CHANGE AND BUSINESS MODEL INNOVATION: AN EXPLORATORY STUDY OF AN ENERGY UTILITY

2019 ◽  
Vol 24 (04) ◽  
pp. 2050036 ◽  
Author(s):  
VITO MANFREDI LATILLA ◽  
FEDRICO FRATTINI ◽  
SIMONE FRANZO ◽  
VITTORIO CHIESA
Keyword(s):  
Business Model ◽  
Business Models ◽  
Single Case ◽  
Organisational Change ◽  
Business Model Innovation ◽  
Practical Application ◽  
Energy Utilities ◽  
Academic Debate ◽  
Do So

We study the intricate relationship between business model innovation and the relevant organisational changes that can facilitate the renewal of a traditional business model. To do so, we build on the inductive, longitudinal single case study of an energy utility, describing the mechanisms through which the business model has been innovated over time, and the organisational changes that enabled and fostered such innovation. The innovation itself was a result of the need to face the current digital transformation that is compelling energy utilities to renew their traditional business models and offer customers a new value proposition. This study therefore contributes to the ongoing academic debate on business model innovation and its practical application, adding to the broad discussion on organisational ambidexterity and the analysis of the most relevant organisational changes adopted to implement effective business model innovation.

A Social Enterprise Business Model and a Case Study of Pacific Community Ventures (PCV)

2017 ◽  
pp. 182-204 ◽  
Author(s):  
In Lee
Keyword(s):  
Strategic Management ◽  
Business Model ◽  
Social Enterprise ◽  
Social Entrepreneurs ◽  
The Social ◽  
Management Area ◽  
Research Gap ◽  
Theoretical Foundations ◽  
Pacific Community

While there have been a significant number of studies in the management and operational side of social enterprise, the current theoretical framework of the business model in the strategic management area does not adequately take into consideration the unique characteristics of social enterprise and the context within which they must operate. By applying theoretical foundations in the strategic management, this paper fills the current research gap and develops a social enterprise business model. The proposed social enterprise business model is illustrated with a case study of Pacific Community Ventures. Finally, management guidelines of the social enterprise business model are discussed for social entrepreneurs.

Horses for Courses

2014 ◽  
pp. 36-52 ◽  
Author(s):  
Kristian Hegner Reinau ◽  
Henrik Harder ◽  
Christian Hansen Overgård
Keyword(s):  
Data Collection ◽  
Best Practice ◽  
Gps Tracking ◽  
Tracking Data ◽  
Key Technology ◽  
Starting Point ◽  
Practical Experiences ◽  
Made In ◽  
Do So

During the last decade, GPS tracking has become a key technology for data collection. In this chapter, the authors develop a practice-ready guideline for how to design and conduct GPS tracking investigations. They do so by first developing a V-model for GPS tracking, which describes the different phases of a GPS tracking data collection and the choices that have to be made in each phase. Thereafter, the authors show how this model can be applied in practice in a case study. The V-model is the first model that systematically combines methodological insights from the literature on GPS tracking and practical experiences from a number of GPS tracking projects into a practical guideline. Researchers can use this model as a starting point when designing a GPS tracking data collection. The authors hope that the model can constitute a first step towards the development of best practice.

A Social Enterprise Business Model and a Case Study of Pacific Community Ventures (PCV)

2019 ◽  
pp. 328-350
Author(s):  
In Lee
Keyword(s):  
Strategic Management ◽  
Business Model ◽  
Social Enterprise ◽  
Social Entrepreneurs ◽  
The Social ◽  
Management Area ◽  
Research Gap ◽  
Theoretical Foundations ◽  
Pacific Community

While there have been a significant number of studies in the management and operational side of social enterprise, the current theoretical framework of the business model in the strategic management area does not adequately take into consideration the unique characteristics of social enterprise and the context within which they must operate. By applying theoretical foundations in the strategic management, this paper fills the current research gap and develops a social enterprise business model. The proposed social enterprise business model is illustrated with a case study of Pacific Community Ventures. Finally, management guidelines of the social enterprise business model are discussed for social entrepreneurs.

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