@article{MairSeelos, author = {Mair, Johanna and Seelos, Christian}, title = {Profitable business models and market creation in the context of deep poverty: A strategic view}, series = {Academy of Management Perspectives}, volume = {21}, journal = {Academy of Management Perspectives}, number = {4}, issn = {1558-9080}, doi = {10.5465/AMP.2007.27895339}, url = {http://nbn-resolving.de/urn:nbn:de:kobv:b1570-opus4-21813}, pages = {49 -- 63}, abstract = {The bottom of the pyramid (BOP) in the global distribution of income has been promoted as a significant opportunity for companies to grow profitably. Under the BOP approach, poor people are identified as potential customers who can be served if companies learn to fundamentally rethink their existing strategies and business models. This involves acquiring and building new resources and capabilities and forging a multitude of local partnerships. However, current BOP literature remains relatively silent about how to actually implement such a step into the unknown. We use two BOP cases to illustrate a strategic framework that reduces managerial complexity. In our view, existing capabilities and existing local BOP models can be leveraged to build new markets that include the poor and generate sufficient financial returns for companies to justify investments.}, language = {en} } @article{MairMartiGanly, author = {Mair, Johanna and Mart{\´i}, Ignasi and Ganly, Kate}, title = {Institutional voids as spaces of opportunity}, series = {European Business Forum}, volume = {31}, journal = {European Business Forum}, issn = {1469-6460}, pages = {34 -- 39}, abstract = {The article discusses how institutional voids can be spaces of opportunity for companies. Institutional void refers to the absence of supporting institutions in certain economy. Institutions are shared conceptions and constraints that shape human interaction. They constitute the rules of the game, for doing business, for social interaction, and for human behavior in general. For motivated entrepreneurs, institutional voids is perceived as opportunities. Two examples are presented to illustrate the nature of institutional voids in Bangladesh and India.}, language = {en} } @article{MairMarti, author = {Mair, Johanna and Mart{\´i}, Ignasi}, title = {Entrepreneurship for social impact: Encouraging market access in rural Bangladesh}, series = {Corporate Governance: The international journal of business in society}, volume = {7}, journal = {Corporate Governance: The international journal of business in society}, number = {4}, issn = {1472-0701}, doi = {10.1108/14720700710820579}, pages = {493 -- 501}, abstract = {Purpose - In many developing countries those living in poverty are unable to participate in markets due to the weakness or complete absence of supportive institutions. This study aims to examine, in microcosm, such an institutional void and to illustrate the strategy and activities employed by an entrepreneurial actor in rural Bangladesh in addressing it. Design/methodology/approach - The paper is based on an in-depth case study. Data were gathered over two years from field interviews, archives, and secondary sources. Findings - The data illustrate how market access for the poorest of the poor is facilitated through the creation of platforms for participation in the economy and broader society. The authors conceptualize this process as the crafting of new institutional arrangements and as resource and institutional bricolage occurring in parallel. Practical implications - The study offers insights for development agencies, policy makers and companies on how to combat poverty, fight corruption, and stimulate social and economic change. Originality/value - The paper enriches current thinking on institutions and entrepreneurship as well as strategies for social impact.}, language = {en} } @article{MairSchoen, author = {Mair, Johanna and Schoen, Oliver}, title = {Successful social entrepreneurial business models in the context of developing economies: An explorative study}, series = {International Journal of Emerging Markets}, volume = {2}, journal = {International Journal of Emerging Markets}, number = {1}, issn = {1746-8809}, doi = {10.1108/17468800710718895}, pages = {54 -- 68}, abstract = {Purpose - Social entrepreneurial organizations have gained in awareness and interest among researchers, yet we know relatively little about how these organizations are able to create social and economic value. This paper seeks to understand how such organizations have managed to achieve scale and sustainability in developing economies - often lacking the institutions, networks and resources required to support their growth - whilst also maintaining their focus on a social mission. Design/methodology/approach - The paper presents a comparative case analysis of three social entrepreneurial organizations based in Bangladesh, Egypt and Spain that have been widely recognized as successful. It utilizes an explorative research approach with data gathered from many sources including published and unpublished articles, existing case studies, personal interviews and internet sources. Findings - Analysis of these three business models reveals common patterns in the use of strategic resources, in their value networks, and in customer interface. The findings suggest that successful social entrepreneurial organizations: proactively create their own value networks of companies that share their social vision; develop resource strategies as an integral part of the business model; and integrate their target groups into the social value network. Research limitations/implications - There are limitations in the sampling and data analysis approach, however, this study provides a first step towards a more inclusive empirical research agenda in the future. Practical implications - The paper offers interesting insights for existing for-profit multi-business companies to rethink their business models, particularly for developing country contexts. Originality/value - This paper encourages managers to think beyond the creation of economic value and demonstrates how social entrepreneurs achieve sustainable growth based on building complementary networks of stakeholders and resources integrated into the value chain. It provides propositions regarding the business models of successful social entrepreneurial organizations and hopes to stimulate managerial interest in alternative business models and future empirical research which builds on these qualitative findings.}, language = {en} } @incollection{MairSeelos, author = {Mair, Johanna and Seelos, Christian}, title = {How social entrepreneurs enable human, social, and economic development}, series = {Business Solutions for the Global Poor: Creating Social and Economic Value}, booktitle = {Business Solutions for the Global Poor: Creating Social and Economic Value}, editor = {Rangan, V. Kashturi and Quelch, John A. and Herrero, Gustavo and Barton, Brooke}, publisher = {Jossey-Bass}, address = {San Francisco}, isbn = {978-0-7879-8216-4}, pages = {271 -- 294}, language = {en} } @article{MairMarti, author = {Mair, Johanna and Mart{\´i}, Ignasi}, title = {Must social-entrepreneurship be nonprofit?}, series = {Business Week}, journal = {Business Week}, language = {en} }