Participatory Video as an Approach for Strengthening Collective Social Entrepreneurship: The Recycling Cooperative Movement in Brazil

Abstract

Purpose

The purpose of this chapter is to document the use of Participatory Action Research methods as an effective approach for community empowerment and strategies for more inclusive public policy.

Design/methodology

The methodology draws on a “participatory video” project with recycling cooperatives in São Paulo, Brazil, and documents the process, benefits, and challenges of using action-oriented methods and tools as an approach to build capacity for political and social change. The authors provide a step-by-step process of facilitating a PV project, its application for policy engagement, and some of the major dilemmas in using PV, including representation, power, and vulnerability.

Findings

The research findings conclude that the application of Participatory Action Research as a research method in social entrepreneurship, contributes significantly to build transformative capacity in participating members, in addition to creating new spaces for inclusive policy.

Originality/value

The research is unique in that it points to creative and transformative methods of engagement for inclusive governance, embracing multiple forms of personal identity, knowledge and creative expression in moving toward new solutions for equal opportunities and possibilities for change. Participatory video is argued to be an innovative avenue for the inclusion of multiple voices in these arenas, voices of people otherwise left on the margins. Participatory video is an approach that has the potential to transform the way we (local and global) move toward greater social equity, human compassion, and environmental flourishing.

Citation

Tremblay, C. and Peredo, A.M. (2014), "Participatory Video as an Approach for Strengthening Collective Social Entrepreneurship: The Recycling Cooperative Movement in Brazil", Social Entrepreneurship and Research Methods (Research Methodology in Strategy and Management, Vol. 9), Emerald Group Publishing Limited, Leeds, pp. 189-214. https://doi.org/10.1108/S1479-838720140000009015