Bok Gyo Jeong and Sara Compion
This trio of cases is appropriate for upper-level undergraduate classes or for postgraduate programs in non-profit management, leadership and community development, international…
Abstract
Learning outcomes
This trio of cases is appropriate for upper-level undergraduate classes or for postgraduate programs in non-profit management, leadership and community development, international development, global studies, women’s and gender studies and social entrepreneurship. It allows the instructors and students to engage with classical leadership tenets and emerging social entrepreneurship literature. Upon completion of the case study discussion and assignments, students will be able to: identify diverse obstacles that African women face in starting social enterprises; understand the ways that African women leaders build a social dimension to their enterprise; and identify characteristics of women’s leadership and critique the value of women’s leadership for establishing sustainable social enterprises.
Case overview/synopsis
The case stories of the three African social enterprises portray how female leaders have fostered sustainable organisations through prioritising social, over economic and governance investments. Martha Letsoalo, a former domestic worker, founded the Heartfelt Project in South Africa, which now employs fifteen women, ships products all around the world and enriches the community of Makapanstad with its workshop, training and education centre. Victoria Nalongo Namusisi, daughter of a fisherman in rural Uganda, founded Bright Kids Uganda, a thriving care facility, school and community centre that educates vulnerable children, empowers victims of gender-based violence and distributes micro-loans to female entrepreneurs. Gertrude, abandoned in Lusaka, Zambia, founded Chikumbuso, a home of resilience and remembrance to educate children and offer women employment in a cooperative business. Each case documents the founding years of the social enterprise and outlines some of the shared women’s leadership approaches. The case dilemma focuses on why and how women start social enterprises in socially and economically difficult contexts.
Complexity academic level
This trio of cases is appropriate for undergraduate or graduate-level programs in non-profit management, leadership and community development, international development, global studies and social entrepreneurship.
Supplementary materials
Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
Subject code
CSS 3: Entrepreneurship.
Supplementary materials
Teaching notes are available for educators only.
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Seon Mi Kim, Bok Gyo Jeong and Hyungsik Eum
This study aims to explore the alignment between platform cooperatives (co-ops) and cooperative principles, with a focus on worker co-op activists’ perceptions and the challenges…
Abstract
Purpose
This study aims to explore the alignment between platform cooperatives (co-ops) and cooperative principles, with a focus on worker co-op activists’ perceptions and the challenges faced by domestic service co-ops in South Korea.
Design/methodology/approach
A multiple-case study approach was used to examine two major worker co-ops in South Korea’s domestic service sector: the National House Managers’ Association (NHMA) and Life Magic Care Co-op (LMCC).
Findings
This study reveals contrasting perspectives between NHMA and LMCC on integrating platform co-ops with cooperative principles. While NHMA raises concerns about deteriorating working conditions and a diminished sense of community, LMCC’s experience suggests that a well-designed, worker-owned platform can address these issues. However, NHMA’s concerns about the loss of a sense of community and funding challenges remain valid in LMCC’s experience, raising fundamental questions about the cohesion of platform co-ops in maintaining cooperative values. Establishing a sustainable funding mechanism, especially for platform maintenance and marketing, is crucial. Co-op communities must recognize the challenges platform co-ops face in balancing scalability with active member participation and community cohesion and develop strategies to address these issues before launching platform co-ops.
Originality/value
This study highlights the unique challenges of implementing platform technology in domestic worker co-ops and emphasizes the need for innovative strategies to ensure alignment with cooperative values. The research provides key insights for co-ops considering platform adoption, especially in sectors where trust and personal relationships are vital.
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Aluisius Hery Pratono, Noviaty Kresna Darmasetiawan, Ananta Yudiarso and Bok Gyo Jeong
This paper aims to examine the role of the inter-organizational learning contributing in transforming the green entrepreneurial orientation and market orientation to the…
Abstract
Purpose
This paper aims to examine the role of the inter-organizational learning contributing in transforming the green entrepreneurial orientation and market orientation to the improvement of sustainable competitive advantages.
Design/methodology/approach
The structural equation model was established to explain the complex relationship between green entrepreneurial orientation, market orientation and sustainable competitive advantage. To test the hypothesis, this study used partial least square with data from a survey of 280 firms.
Findings
There is a strong tendency that the inter-organizational learning plays a pivotal role as an intervening variable that operates by receiving the input from green entrepreneurial orientation and market orientation, which plays as the exogenous construct. Hence, the greater inter-organizational learning leads the firms to achieve the greater sustainable competitive advantage.
Originality/value
This study extends the discussion on how organization should contribute to the well-being of the economic, social and environmental system by investigating the role of inter-organizational learning in achieving the sustainable competitive advantage.