Succeeding at the Bottom-of-the-Pyramid: Overcoming Internal Obstacles in Multi-national Corporations to New Social Venture Creation

Eva Boxenbaum, Mette Olsen

Publikation: KonferencebidragPaperForskningpeer review

Resumé

Hybrid organizational forms often rely on the initiative or collaboration of corporate actors, yet the role of these actors is rarely examined in detail. This paper examines corporate social entrepreneurship, which refers to the initiative of corporate actors to establish new, independent social ventures in the double pursuit of financial objectives and wider societal objectives. Through an empirical study, we investigate the strategies and practices that corporate social entrepreneurs employ to build radically new social ventures outside their firm. More specifically, we examine a successful initiative to build a social impact venture at the interface of a multi-national corporation and a hybrid organization that is operating on the Bottom-of-the-Pyramid market. Our study identifies how corporate social entrepreneurs dynamically use framing and organizational anchoring strategies to build internal support and external legitimacy for a radically new social venture initiative. Our findings point to the challenges, opportunities, and strategies associated with straddling global events and internal corporate priorities when engaging in corporate social entrepreneurship.
OriginalsprogEngelsk
Publikationsdato2014
Antal sider30
StatusUdgivet - 2014
BegivenhedPublic-Private Governance, Social Value and Innovative Organizational Design: An SMS Extension Workshop - HEC Paris, Paris, Frankrig
Varighed: 19 sep. 201419 sep. 2014
http://www.hec.edu/News-Room/Events/Public-Private-Governance-Social-Value-and-Innovative-Organizational-Design-Conference

Workshop

WorkshopPublic-Private Governance, Social Value and Innovative Organizational Design
LokationHEC Paris
LandFrankrig
ByParis
Periode19/09/201419/09/2014
Internetadresse

Bibliografisk note

CBS Bibliotek har ikke adgang til materialet

Citer dette

Boxenbaum, E., & Olsen, M. (2014). Succeeding at the Bottom-of-the-Pyramid: Overcoming Internal Obstacles in Multi-national Corporations to New Social Venture Creation. Afhandling præsenteret på Public-Private Governance, Social Value and Innovative Organizational Design, Paris, Frankrig.
Boxenbaum, Eva ; Olsen, Mette. / Succeeding at the Bottom-of-the-Pyramid : Overcoming Internal Obstacles in Multi-national Corporations to New Social Venture Creation. Afhandling præsenteret på Public-Private Governance, Social Value and Innovative Organizational Design, Paris, Frankrig.30 s.
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title = "Succeeding at the Bottom-of-the-Pyramid: Overcoming Internal Obstacles in Multi-national Corporations to New Social Venture Creation",
abstract = "Hybrid organizational forms often rely on the initiative or collaboration of corporate actors, yet the role of these actors is rarely examined in detail. This paper examines corporate social entrepreneurship, which refers to the initiative of corporate actors to establish new, independent social ventures in the double pursuit of financial objectives and wider societal objectives. Through an empirical study, we investigate the strategies and practices that corporate social entrepreneurs employ to build radically new social ventures outside their firm. More specifically, we examine a successful initiative to build a social impact venture at the interface of a multi-national corporation and a hybrid organization that is operating on the Bottom-of-the-Pyramid market. Our study identifies how corporate social entrepreneurs dynamically use framing and organizational anchoring strategies to build internal support and external legitimacy for a radically new social venture initiative. Our findings point to the challenges, opportunities, and strategies associated with straddling global events and internal corporate priorities when engaging in corporate social entrepreneurship.",
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Boxenbaum, E & Olsen, M 2014, 'Succeeding at the Bottom-of-the-Pyramid: Overcoming Internal Obstacles in Multi-national Corporations to New Social Venture Creation' Paper fremlagt ved Public-Private Governance, Social Value and Innovative Organizational Design, Paris, Frankrig, 19/09/2014 - 19/09/2014, .

Succeeding at the Bottom-of-the-Pyramid : Overcoming Internal Obstacles in Multi-national Corporations to New Social Venture Creation. / Boxenbaum, Eva; Olsen, Mette.

2014. Afhandling præsenteret på Public-Private Governance, Social Value and Innovative Organizational Design, Paris, Frankrig.

Publikation: KonferencebidragPaperForskningpeer review

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T1 - Succeeding at the Bottom-of-the-Pyramid

T2 - Overcoming Internal Obstacles in Multi-national Corporations to New Social Venture Creation

AU - Boxenbaum, Eva

AU - Olsen, Mette

N1 - CBS Library does not have access to the material

PY - 2014

Y1 - 2014

N2 - Hybrid organizational forms often rely on the initiative or collaboration of corporate actors, yet the role of these actors is rarely examined in detail. This paper examines corporate social entrepreneurship, which refers to the initiative of corporate actors to establish new, independent social ventures in the double pursuit of financial objectives and wider societal objectives. Through an empirical study, we investigate the strategies and practices that corporate social entrepreneurs employ to build radically new social ventures outside their firm. More specifically, we examine a successful initiative to build a social impact venture at the interface of a multi-national corporation and a hybrid organization that is operating on the Bottom-of-the-Pyramid market. Our study identifies how corporate social entrepreneurs dynamically use framing and organizational anchoring strategies to build internal support and external legitimacy for a radically new social venture initiative. Our findings point to the challenges, opportunities, and strategies associated with straddling global events and internal corporate priorities when engaging in corporate social entrepreneurship.

AB - Hybrid organizational forms often rely on the initiative or collaboration of corporate actors, yet the role of these actors is rarely examined in detail. This paper examines corporate social entrepreneurship, which refers to the initiative of corporate actors to establish new, independent social ventures in the double pursuit of financial objectives and wider societal objectives. Through an empirical study, we investigate the strategies and practices that corporate social entrepreneurs employ to build radically new social ventures outside their firm. More specifically, we examine a successful initiative to build a social impact venture at the interface of a multi-national corporation and a hybrid organization that is operating on the Bottom-of-the-Pyramid market. Our study identifies how corporate social entrepreneurs dynamically use framing and organizational anchoring strategies to build internal support and external legitimacy for a radically new social venture initiative. Our findings point to the challenges, opportunities, and strategies associated with straddling global events and internal corporate priorities when engaging in corporate social entrepreneurship.

M3 - Paper

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Boxenbaum E, Olsen M. Succeeding at the Bottom-of-the-Pyramid: Overcoming Internal Obstacles in Multi-national Corporations to New Social Venture Creation. 2014. Afhandling præsenteret på Public-Private Governance, Social Value and Innovative Organizational Design, Paris, Frankrig.