Inclusive healthcare at base of the pyramid (BoP) in India
In: International journal of trade and global markets, Band 6, Heft 1, S. 22
ISSN: 1742-755X
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In: International journal of trade and global markets, Band 6, Heft 1, S. 22
ISSN: 1742-755X
In: Decker , S & Obeng Dankwah , G 2022 , ' Co-opting Business Models at the Base of the Pyramid (BOP) : Microentrepreneurs and Multinational Enterprises in Ghana ' , Business and Society . https://doi.org/10.1177/00076503221085935
In African countries such as Ghana, micro-entrepreneurs make formal economy goods and services available to Base-of-Pyramid (BOP) consumers. Multinational Enterprises (MNEs) co-opted the BOP business model when entering the BOP market. We conducted a multiple case study of six MNEs and 36 micro-entrepreneurs in three key sectors. In FMGC and telecommunications, reverse bridging enables MNEs to capture value from BOP business models. This has a negative impact on both the financial and social capital of micro-entrepreneurs. In finance, micro-entrepreneurs are buffered from these negative effects of co-optation through a process we call integrating, which maintains and enhances their social capital even when their financial capital is reduced. Our research contributes to the BOP literature, first, by demonstrating that financial and social capital are closely intertwined at the BOP, and second, by analyzing how negative effects of co-optation can be buffered by enhancing micro-entrepreneurs' social capital.
BASE
The Base- or Bottom-of-the-Pyramid (BOP) philosophy has rapidly gained currency in business, following seminal articles and books in the popular management literature (Prahalad and Hammond, 2002; Hart and Christensen, 2002; Prahalad, 2005; Hart, 2005). The thrust of the BOP philosophy is to achieve economic and social development to four billion persons with very low incomes through a practical business model that proposes decentralized, often small-scale production and consumption activities that are tailored to the needs of the poor. The BOP philosophy has appealed to many in the business (education) world (World Business Council for Sustainable Development, 2007; Aspen Institute, 2007; Economist, 2004). By contrast, the academic research community has clearly lagged behind. The rare publications in scholarly journals have focused on the economic and social dimensions of the BOP philosophy (Kandachar and Halme, 2007). While its viability and merits have been questioned (Karnani, 2007a, b; Landrum, 2007), the continued exploration of the socio-economic potential of the BOP business model, with a number of demonstrated "success stories" (Prahalad, 2005; Center for Sustainable Global Enterprise, 2007), is definitely worthwhile – especially against the backdrop of the lack of success of alternative models (Sachs, 2005; Stiglitz, 2006).
BASE
In: Decker , S & Obeng Dankwah , G 2022 , ' Co-opting Business Models at the Base of the Pyramid (BOP): Microentrepreneurs and Multinational Enterprises in Ghana ' , Business and Society . https://doi.org/10.1177/00076503221085935
In African countries such as Ghana, microentrepreneurs make formal economy goods and services available to base of the pyramid (BOP) consumers. Multinational enterprises (MNEs) co-opt BOP business models when they enter the BOP market. We conducted a case study of six MNEs and 36 microentrepreneurs in three key sectors. In two sectors (fast-moving consumer goods and telecommunications), reverse bridging enables MNEs to capture value from BOP business models, which has a negative impact on both the financial and social capital of microentrepreneurs. In the third sector (finance), microentrepreneurs are buffered from the negative effects of co-optation through a process of integrating, which enhances their social capital but reduces their financial capital. Our research contributes to the BOP literature, first by demonstrating that financial and social capital are intertwined at the BOP level, and second by analyzing how the negative effects of co-optation can be cushioned by enhancing microentrepreneurs' social capital.
BASE
In: The European journal of development research: journal of the European Association of Development Research and Training Institutes (EADI), Band 27, Heft 5, S. 850-867
ISSN: 0957-8811
World Affairs Online
In: The European journal of development research, Band 27, Heft 5, S. 850-867
ISSN: 1743-9728
In: Implementing Triple Bottom Line Sustainability into Global Supply Chains, S. 239-260
In: Labour & industry: a journal of the social and economic relations of work, Band 33, Heft 3, S. 287-307
ISSN: 2325-5676
In: Zeitschrift für Wirtschafts- und Unternehmensethik, Band 10, Heft 1, S. 86-105
"'Würde' als zentrales Postulat menschlichen Daseins manifestiert sich insbesondere im Mindestniveau konkreter Ausprägungen von Versorgungs-, Freiheits-, Schutz- sowie Selbstachtungsrechten. Diese in realer Lebenssituation zu wahren, erweist sich als umso schwieriger, je mehr man sich der 'Base of the Pyramid' (BoP), d.h. dem Segment der Ärmsten der Armen der Weltbevölkerung, nähert. Unternehmerische Verantwortung hat sich daher gerade in diesem Segment zu beweisen. Eine Reihe von Initiativen, Beispielen und Fällen, die mit dem vorliegenden Artikel analysiert werden, verdeutlicht dazu auch ökonomischen Erfolg versprechende Wege. Dies kulminiert in der Erkenntnis, Würde an der BoP besonders durch bewusste Einbeziehung der dortigen Bevölkerung in relevante Wertschöpfungsprozesse zu sichern und zu fördern." (Autorenreferat)
In: Garrette , B , Kozan , A & Roulet , T 2015 , ' Défis au Bas de la Pyramide ' , Management International , vol. 19 , no. 3 , pp. 65-82 .
Is « Base of the Pyramid » (BoP) the new Eldorado for companies or only « smoke and mirrors »? It is extremely challenging for companies to make profits through offering products and services to the world's poorest populations, while supposedly tackling social or environmental issues. This article nevertheless aims to show that companies need to push on their initiatives at the BoP. We propose solutions to get over economic, social and political obstacles facing companies' BoP initiatives and discuss the crucial role of these initiatives in terms of innovation and growth.
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In: Hietapuro, M. & Halme, M. 2015. Development through Innovation and Entrepreneurship. In Casado-Caneque, F. & Hart, S. Base of the Pyramid 3.0: Sustainable Greenleaf Publishing. Chapter 9, pp. 142-160.
SSRN
In: INSEAD Working Paper No. 2021/03/STR/EPS
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Working paper
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Working paper
Despite a wealth of expertise involving leading institutions over at least 15 years, a base of the pyramid (BoP) model resulting in scalability has yet to emerge. We posit that institutional gaps between BoP goals of developing human and social capital on one hand and a short-term profit focus of business on the other contribute to the lack of scalability. We address this gap by proposing a social intermediary to link the BoP with firms involved in the BoP. The social intermediary will coordinate and interpret the informal market requirements of the BoP to the firm in a "bottoms up" approach. We illustrate the bottoms up approach through a case involving Deutsche Gesellschaft fur Internationale Zusammenarbeit, a German government agency, with the garment manufacturing industry in Pakistan. The case study involves implementation of labor standards and productivity in the Pakistan garment industry, resulting in improved productivity and labor standards enabling garment manufacturers to access global supply chains.
BASE
In: Zomorrodi , M , Lau , K H , McMurray , A & Fayezi , S 2018 , ' Adapting supply chains for the base of the pyramid business ' , Annual Meeting of the Decision Sciences Institute 2018 , Chicago , United States of America , 17/11/18 - 19/11/18 .
Research has not yet captured nor synthesized the supply chain (SC) adaptations (as well as their contextual drivers and contingency factors) exercised by various external stakeholders for successful Base of the Pyramid (BoP) business. This is a crucial shortcoming that our study has taken a major step to address, with the aim of advancing theory in BoP supply chain management (SCM). We draw on Carter et al.'s (2015) theory of the SC and use a multi-method approach combining systematic literature review (SLR) and embedded case studies based on secondary data. We compare SC adaptations of MNCs, local companies (LCs), NGOs, Social enterprises (SEs) and governments for BoP business across the following categories: network and partnership, products and services, operations and processes, transaction and contract, and development and support. We find that SC adaptations exercised by BoP initiators are influenced by their sense-making of institutional and agency drivers at the BoP, and contingent on whether the poor are engaged as recipients or value co-creators. We offer an original model of BoP initiator-based configurations of SC adaptations for BoP business. As such, we make a strong contribution towards advancing BoP SCM theory and practice by mapping substantive concepts and their relationships associated with BoP SC adaptations.
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