Purpose – This chapter aims to understand how partnerships and networks can aid the development and growth of organizations whose goal is to foster social inclusion along the agro-food supply chain, with particular reference to the social entrepreneurship sector. Methodology/approach – The chapter draws on a framework proposed by Newth and Woods (2014) to identify the main drivers of resistance to the development of social entrepreneurship. The empirical evidence is based on a single case, involving an Italian social enterprise, Semi di Liberta`, which produces high-quality artisan beer. Case material included an analysis of organization documents and interviews with key actors. Findings – The case study shows how Semi di Liberta` faced different types of resistance, related to formal and informal institutions and market drivers, and leveraged partnerships with other actors in the ecosystem. Some of these partnerships were planned a priori to overcome specific problems (e.g., the Prison’s Authority, Mastri Birrai). Other partnerships were developed “by chance” (e.g., “peer” associations) but turned out to be particularly important to deal with the above resistances. Research limitations/implications – The case study methodology prevents the authors from generalizing too far past the obtained results. However, key elements from the case, such as the relevance of “spontaneous” partnerships and those with “peer” organizations, could be taken into account for similar initiatives in different contexts. Originality/value – Recent literature has highlighted the relevance of partnerships in scaling social enterprises but has not explored the dynamics whereby these partnerships are created and developed. This chapter provides some preliminary evidence of how partnerships can be used to overcome the resistance limiting the growth of social entrepreneurship and the sustainability of socially inclusive initiatives.

Inclusive innovation and the role of partnerships: The case of Semi di Libertà

MAPELLI, FRANCESCA;ARENA, MARIKA;STRANO, PAOLO
2016-01-01

Abstract

Purpose – This chapter aims to understand how partnerships and networks can aid the development and growth of organizations whose goal is to foster social inclusion along the agro-food supply chain, with particular reference to the social entrepreneurship sector. Methodology/approach – The chapter draws on a framework proposed by Newth and Woods (2014) to identify the main drivers of resistance to the development of social entrepreneurship. The empirical evidence is based on a single case, involving an Italian social enterprise, Semi di Liberta`, which produces high-quality artisan beer. Case material included an analysis of organization documents and interviews with key actors. Findings – The case study shows how Semi di Liberta` faced different types of resistance, related to formal and informal institutions and market drivers, and leveraged partnerships with other actors in the ecosystem. Some of these partnerships were planned a priori to overcome specific problems (e.g., the Prison’s Authority, Mastri Birrai). Other partnerships were developed “by chance” (e.g., “peer” associations) but turned out to be particularly important to deal with the above resistances. Research limitations/implications – The case study methodology prevents the authors from generalizing too far past the obtained results. However, key elements from the case, such as the relevance of “spontaneous” partnerships and those with “peer” organizations, could be taken into account for similar initiatives in different contexts. Originality/value – Recent literature has highlighted the relevance of partnerships in scaling social enterprises but has not explored the dynamics whereby these partnerships are created and developed. This chapter provides some preliminary evidence of how partnerships can be used to overcome the resistance limiting the growth of social entrepreneurship and the sustainability of socially inclusive initiatives.
Organizing for Sustainable Effectiveness
978-1-78635-488-4
978-1-78635-487-7
Partnerships and networks; Prison’s economy; Social entrepreneurship; Social inclusion; Strategy and Management1409 Tourism, Leisure and Hospitality Management; Management, Monitoring, Policy and Law
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/11311/1017525
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