KnE Social Sciences

ISSN: 2518-668X

The latest conference proceedings on humanities, arts and social sciences.

Internationalization of Social Enterprise: Scaling Up the Social Innovation in Indonesia

Published date: Nov 12 2018

Journal Title: KnE Social Sciences

Issue title: The 2018 International Conference of Organizational Innovation (ICOI-2018)

Pages:

DOI: 10.18502/kss.v3i10.3387

Authors:

A Hery Pratono - hery_pra@staff.ubaya.ac.id

D Marciano

Suyanto .

B Gyo Jeong

Abstract:

This study aims to understand how the internationalization of social enterprise occurs with support from the international non-profit organizations by interorganizational learning. The case study in Indonesia was undertaken to understand the transformation of non-profit and charity organizations, which adopt the concept of social enterprises from their international partners. To understand the interorganizational learning, this study used an interpretive research strategy, which was designed to examine how people make sense of their major life experiences that leads them. The findings indicate the process of inter-organizational learning from network selection to a value distribution in which the action part of the breakthrough innovation process is a cycle leading to the implementation of knowledge. The adoption of social enterprise principles in social innovation is a signal of movement from talking to action by developing and deploying innovative business models.

 

 

Keywords: social enterprise, internationalization, inter-organizational learning

References:

[1] Asian Development Bank. (2013). Social Enterprise in Asia: Business with a Mission. Philippines: Asian Development Bank.


[2] Barber, E. (2008). How to measure the ”value” in value chains. International Journal of Physical Distribution & Logistics Management, vol. 38, no. 9, pp. 685–698.


[3] Cruz, L. B. and Boehe, D. M. (2008). CSR in the global marketplace: Toward sustainable global value chains. Management Decision, vol. 46, no. 8, pp. 1187–1209.


[4] Defourny, J. and Kim, S.-Y. (2011). Emerging models of social enterprise in Eastern Asia: A cross-country analysis. Social Enterprise Journal, vol. 7, no. 1, pp. 86–111.


[5] Ding, Y., Malleret, V., and Velamuri, S. R. (2016). Institutional complexity and the strategy behaviors of SMEs in transition environments. International Journal of Emerging Markets, vol. 11, no. 4, pp. 514–532.


[6] Eliot, R. and Timulak, L. (2015). Descriptive and interpretative approaches to qualitative research, in J. Miles and P. Gilbert (eds.) A Handbook of Research Methods for Clinical and Health Psychology, pp. 147–159. Oxford: Oxford University Press.


[7] Gauri, P. and Rosendo-Rios, V. (2016). Organizational cross-cultural differences in the context of innovation-oriented partnerships. Cross Culture & Strategic Management, vol. 23, no. 1, pp. 128–157.


[8] Hansen, M. T. and Birkinshaw, J. ( June 2007). The innovative value chain. Harvard Business Review.


[9] Jonsson, S. and Lindbergh, J. (2013). The development of social capital and financing of entrepreneurial firms: from financial bootstrapping to bank funding. Entrepreneurship Theory and Practice, vol. 37, no. 4, pp. 661–686.


[10] Lumpkin, G. T., Moss, T. W., Grass, D. M., et al. (2011). Entrepreneurial processes in social context: How are they different, if at all? Small Business Economics, vol. 40, no. 3, pp. 761–783.


[11] Lumpkin, G., Cogliser, C., and Schneider, D. (2009). Understanding and measuring autonomy: An entrepreneurial orientation perspective. Entrepreneurship Theory and Practice, vol. 33, no. 1, pp. 47–69.


[12] Miles, J. and Gilbert, P. (2005). A Handbook of Research Method for Clinical and Health Psychology. Oxford: Oxford University Press.


[13] Omidvar, O., Edler, J., and Malik, K. (2017). Development of absorptive capacity over time and across boundaries: The case of R&D consortia. Long Range Planning, vol. 50, no. 5, pp. 665–683.


[14] Parnaby, J. and Towill, D. R. (2012). Exploiting the concept of a manufacturing system part IV: The innovative action learning organization. Journal of Manufacturing Technology Management, vol. 23, no. 6, pp. 733–752.


[15] Pratono, A. H. and Sutanti, A. (2016). The ecosystem of social enterprise: Social culture, legal framework, and policy review in Indonesia. Pacific Science Review B: Humanities and Social Sciences, vol. 1, no. 2, pp. 85–91.


[16] Pratono, A. H. and Tjahjono, G. (2017). How does materialistic attitude influence the impact of corporate brand on the customers’ intention to donate to corporates’ charity? Humanomics, vol. 33, no. 4, pp. 484–498.


[17] Randall, W. S., Nowicki, D. R., Deshpande, G., et al. (2014). Converting knowledge into value. Gaining insights from service dominant logic and neuroeconomics. International Journal of Physical Distribution & Logistic Management, vol. 44, no. 89, pp. 655–670.


[18] Rigg, J. (2014). More Than the Soil: Rural Change in Southeast Asia. London: Routledge.


[19] Rupčić, N. (2017). Intergenerational learning and knowledge transfer – Challenges and opportunities. The Learning Organization. Retrieved from https://doi.org/10. 1108/TLO-11-2017-0117


[20] Schilke, O. (2014). On the contingent value of dynamic capabilities from competitive advantage: The nonlinear moderating effect of environmental dynamism. Strategic Management Journal, vol. 35, no. 2, pp. 179–203.


[21] Sik, A. (2016). Creative in cross-domain collaborations: Searching factors to increase efficiency. Management Research Review, vol. 39, no. 2, pp. 144–166.


[22] Sung, B., Hartley, N., Vanman, E., et al. (2016). How can the word ”NEW” evoke customers’ experiences of novelty and interest? Journal of Retailing and Consumer Services, vol. 31, nos. 1–2, pp. 166–173.


[23] Thóme, K. M. and Medeiros, J. J. (2016). Drivers of successful international business strategy. Insights from the evolution of a trading company. International Journal of Emerging Markets, vol. 11, no. 1, pp. 89–110.


[24] Wang, H., Alon, I., and Kimble, C. (2015). Dialogue in the dark: Shedding light on the development of social enterprises in China. Global Business and Organizational Excellence, vol. 34, no. 4, pp. 60–69.


[25] Zhang, L. E. and Guttormsen, D. S. (2016). ”Multiculturality” as a key methodological challenge during in-depth interviewing in international business research. Cross Cultural & Strategic Management, vol. 23, no. 2, pp. 232–256.


[26] Zhang, Y., and Gregory, M. (2011). Managing global network operation along the engineering value chain. International Journal of Operation & Production Management, vol. 31, no. 7, pp. 736–764.

Download
HTML
Cite
Share
statistics

631 Abstract Views

435 PDF Downloads