Market driving at Bottom of the Pyramid (BoP)

An analysis of social enterprises from the healthcare sector

Nivedita Agarwal*, Ronika Chakrabarti, Alexander Brem, Nancy Bocken

*Corresponding author for this work

Research output: Contribution to journalJournal articleResearchpeer-review

Abstract

To date, scholarly understanding of external dimensions of market driving for the purposes of ‘societal change’ is largely unexplored in both developed and emerging market contexts. This paper uses a multiple case study approach to understand how market driving social enterprises (across the hybrid spectrum) create societal change in emerging markets. By drawing on Scott's (1995) three-part conceptualization of institutional legitimacy, this study explores how regulative, normative and cognitive legitimacies are invoked by market driving social enterprises at the Bottom of the Pyramid (BoP). Key contributions of the study show that all three dimensions of legitimacy are relevant but they need to be invoked in a specific order based on necessary and optional conditions. An implication of the study is that market driving through societal change can lead to the construction of new and more inclusive healthcare markets.

Original languageEnglish
JournalJournal of Business Research
Volume86
Pages (from-to)234-244
ISSN0148-2963
DOIs
Publication statusPublished - May 2018

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Social enterprise
Healthcare
Bottom of the pyramid
Legitimacy
Emerging markets
Conceptualization
Multiple case study

Keywords

  • Bottom of the Pyramid
  • Emerging markets
  • Institutional legitimacy
  • Market driving
  • Social enterprises

Cite this

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title = "Market driving at Bottom of the Pyramid (BoP): An analysis of social enterprises from the healthcare sector",
abstract = "To date, scholarly understanding of external dimensions of market driving for the purposes of ‘societal change’ is largely unexplored in both developed and emerging market contexts. This paper uses a multiple case study approach to understand how market driving social enterprises (across the hybrid spectrum) create societal change in emerging markets. By drawing on Scott's (1995) three-part conceptualization of institutional legitimacy, this study explores how regulative, normative and cognitive legitimacies are invoked by market driving social enterprises at the Bottom of the Pyramid (BoP). Key contributions of the study show that all three dimensions of legitimacy are relevant but they need to be invoked in a specific order based on necessary and optional conditions. An implication of the study is that market driving through societal change can lead to the construction of new and more inclusive healthcare markets.",
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Market driving at Bottom of the Pyramid (BoP) : An analysis of social enterprises from the healthcare sector. / Agarwal, Nivedita; Chakrabarti, Ronika; Brem, Alexander; Bocken, Nancy.

In: Journal of Business Research, Vol. 86, 05.2018, p. 234-244.

Research output: Contribution to journalJournal articleResearchpeer-review

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T1 - Market driving at Bottom of the Pyramid (BoP)

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AU - Agarwal, Nivedita

AU - Chakrabarti, Ronika

AU - Brem, Alexander

AU - Bocken, Nancy

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AB - To date, scholarly understanding of external dimensions of market driving for the purposes of ‘societal change’ is largely unexplored in both developed and emerging market contexts. This paper uses a multiple case study approach to understand how market driving social enterprises (across the hybrid spectrum) create societal change in emerging markets. By drawing on Scott's (1995) three-part conceptualization of institutional legitimacy, this study explores how regulative, normative and cognitive legitimacies are invoked by market driving social enterprises at the Bottom of the Pyramid (BoP). Key contributions of the study show that all three dimensions of legitimacy are relevant but they need to be invoked in a specific order based on necessary and optional conditions. An implication of the study is that market driving through societal change can lead to the construction of new and more inclusive healthcare markets.

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