Corporate social entrepreneurship in India

Abstract

Purpose

The purpose of this paper is to analyze how corporations create social and economic value through corporate social entrepreneurial activities.

Design/methodology/approach

This paper employs a multiple case study approach. The selected cases cover companies that have a clear corporate social enterprise model in operation and address different prevailing social problems.

Findings

This study reveals that corporate social entrepreneurship (CSE) is driven by the environmental dynamics, organizational antecedents, and organizational outcomes. In addition, the authors found that CSE provides companies with both implicit and explicit strategic benefits. Based on the findings the authors propose an integrated model of CSE.

Research limitations/implications

As all cases originate from India the authors cannot rule out the possibility that the conclusions are only valid for a certain institutional and socio-economical context.

Practical implications

The developed model is useful for companies operating in complex environments in developing markets as it provides recommendations on how to strengthen social and public legitimacy and earn returns on their business investments. Moreover, the developed model helps companies operating in antagonistic environments with prevailing social problems to position themselves favorably.

Social implications

The study attempts to legitimize the practice of CSE by highlighting the positive financial, social, and political outcomes.

Originality/value

This study presents an integrated model of CSE in the Indian context and outlines how corporations can draw implicit and explicit benefits.

Citation

Agrawal, A. and Sahasranamam, S. (2016), "Corporate social entrepreneurship in India", South Asian Journal of Global Business Research, Vol. 5 No. 2, pp. 214-233. https://doi.org/10.1108/SAJGBR-12-2014-0098