TY - JOUR
T1 - Business model innovation by international social purpose organizations
T2 - The role of dynamic capabilities
AU - De Silva, Muthu
AU - Al-Tabbaa, Omar
AU - Khan, Zaheer
N1 - We would like to acknowledge the financial assistance provided by
the Kent Business School, University of Kent, and British Academy of
Management Transition Grant (Grant Number: 178). We also wish to
thank Hasan Khan for the excellent research assistance provided. We
also extend grateful thanks to our editors, Professors, Jay
Weerawardena and Naveen Dontu, and anonymous reviewers for their
comments and guidance that helped improve the paper.
PY - 2021/3
Y1 - 2021/3
N2 - This paper examines the role played by dynamic capabilities and business model innovation in international social purpose organizations (ISPOs)1 operating across developing and developed countries. Utilizing a qualitative multiple case study methodology, we identify a set of dynamic capabilities deployed and leveraged by these organizations for business model innovation in order to achieve their dual mission of social and economic value creation. The findings highlight unique micro-foundational capabilities of the founders that are vitally important to perceive social challenges as opportunities for ISPOs to sense socially and economically intertwined prospects. We discuss the specific organizational-level capabilities—at both the production and selling sites—that are developed and utilized by ISPOs to seize opportunities by combining competing social and economic logics. In relation to transformation, ISPOs develop ecosystem-wide production- and market-related capabilities—in both developing and developed countries—that enable them to scale-up their dual mission business model through co-creation.
AB - This paper examines the role played by dynamic capabilities and business model innovation in international social purpose organizations (ISPOs)1 operating across developing and developed countries. Utilizing a qualitative multiple case study methodology, we identify a set of dynamic capabilities deployed and leveraged by these organizations for business model innovation in order to achieve their dual mission of social and economic value creation. The findings highlight unique micro-foundational capabilities of the founders that are vitally important to perceive social challenges as opportunities for ISPOs to sense socially and economically intertwined prospects. We discuss the specific organizational-level capabilities—at both the production and selling sites—that are developed and utilized by ISPOs to seize opportunities by combining competing social and economic logics. In relation to transformation, ISPOs develop ecosystem-wide production- and market-related capabilities—in both developing and developed countries—that enable them to scale-up their dual mission business model through co-creation.
KW - Business Model Innovation
KW - Co-creation
KW - Dynamic capabilities
KW - Economic value
KW - Hybrid Organizations
KW - International Social Purpose Organizations
KW - Microfoundations
KW - Social value
UR - http://www.scopus.com/inward/record.url?scp=85077389994&partnerID=8YFLogxK
UR - https://kar.kent.ac.uk/79363/
U2 - 10.1016/j.jbusres.2019.12.030
DO - 10.1016/j.jbusres.2019.12.030
M3 - Article
AN - SCOPUS:85077389994
VL - 125
SP - 733
EP - 749
JO - Journal of Business Research
JF - Journal of Business Research
SN - 0148-2963
ER -