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  • Market Driving at Bottom of the Pyramid (BoP)

    Rights statement: This is the author’s version of a work that was accepted for publication in Journal of Business Research. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of Business Research, 86, 2018 DOI: 10.1016/j.jbusres.2017.07.001

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Market driving at Bottom of the Pyramid (BoP): An analysis of social enterprises from the healthcare sector

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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.

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Agarwal, Nivedita ; Chakrabarti, Ronika ; Brem, Alexander ; Bocken, Nancy. / Market driving at Bottom of the Pyramid (BoP) : An analysis of social enterprises from the healthcare sector. In: Journal of Business Research. 2018 ; Vol. 86. pp. 234-244.

Bibtex

@article{01c01264ed0540268a8124a7e73613da,
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 {\textquoteleft}societal change{\textquoteright} 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.",
keywords = "Market driving, Social enterprises, Institutional legitimacy, Emerging markets, Bottom of the Pyramid",
author = "Nivedita Agarwal and Ronika Chakrabarti and Alexander Brem and Nancy Bocken",
note = "This is the author{\textquoteright}s version of a work that was accepted for publication in Journal of Business Research. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of Business Research, 86, 2018 DOI: 10.1016/j.jbusres.2017.07.001",
year = "2018",
month = may,
doi = "10.1016/j.jbusres.2017.07.001",
language = "English",
volume = "86",
pages = "234--244",
journal = "Journal of Business Research",
issn = "0148-2963",
publisher = "Elsevier Inc.",

}

RIS

TY - JOUR

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

T2 - An analysis of social enterprises from the healthcare sector

AU - Agarwal, Nivedita

AU - Chakrabarti, Ronika

AU - Brem, Alexander

AU - Bocken, Nancy

N1 - This is the author’s version of a work that was accepted for publication in Journal of Business Research. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of Business Research, 86, 2018 DOI: 10.1016/j.jbusres.2017.07.001

PY - 2018/5

Y1 - 2018/5

N2 - 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.

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.

KW - Market driving

KW - Social enterprises

KW - Institutional legitimacy

KW - Emerging markets

KW - Bottom of the Pyramid

U2 - 10.1016/j.jbusres.2017.07.001

DO - 10.1016/j.jbusres.2017.07.001

M3 - Journal article

VL - 86

SP - 234

EP - 244

JO - Journal of Business Research

JF - Journal of Business Research

SN - 0148-2963

ER -