Rossella Canestrino, Marek Ćwiklicki, Primiano Di Nauta and Pierpaolo Magliocca
The purpose of this paper is to identify the key factors for successful creation of social value using the social business model (SBM) as an explanatory framework.
Abstract
Purpose
The purpose of this paper is to identify the key factors for successful creation of social value using the social business model (SBM) as an explanatory framework.
Design/methodology/approach
This study follows the Krippendorff and Gioia’s methodology seeking the rigor while examining the selected case study – a social cooperative named La Paranza, in the city of Naples in the south of Italy. In doing so, the SBM canvas is used to present the research’s results in a systematic way.
Findings
The existence of a strong “identity” with the local context, the “enthusiasm and the wish to change things”, the presence of a “visionary”, acting as an orchestrator and the ability to provide for responses to the local needs were identified as key factors in the successful creation of social value in the examined case.
Research limitations/implications
The main research limits stem from the single case study methodology approach, which embodies the researchers’ subjectivity. A comparative study based on the collection of multiple successful case studies is therefore suggested to develop a generalization of the key drivers underlying the process of social value creation.
Originality/value
The study’s originality results from its use of the SBM framework in presenting a successful example of social value creation. The examined empirical evidence is also original in itself, mainly because of its inner uniqueness as a new and innovative formula: this allows an in-depth investigation and the inspiration for new ideas in the ground of SBM and, in a broader sense, in the field of social innovation and social value creation.
Details
Keywords
Ralph Badinelli, Sergio Barile, Irene Ng, Francesco Polese, Marialuisa Saviano and Primiano Di Nauta
The purpose of this paper is to highlight how systems thinking contributes to decision making in uncertain contexts that are characteristic of service systems. Based on the…
Abstract
Purpose
The purpose of this paper is to highlight how systems thinking contributes to decision making in uncertain contexts that are characteristic of service systems. Based on the assumption that service systems face complex conditions, the paper posits that systems thinking may support the understanding of key issues in service management.
Design/methodology/approach
This paper proposes an interpretation of complexity in the context of service systems, which highlights the perspective change that occurs when a systems approach is adopted. The offered conceptual perspective is then brought to an operational level, in spite of the complexity of the decisions driving a viable system, by modelling a service system as a network of agents, resources, processes and decisions through the use of fuzzy logic. The paper reviews service management research streams, and takes a deeper look at the concepts of service systems and complex service systems. The paper then proceeds to discuss how systems thinking contributes to service management by proposing a systems interpretation of complexity.
Findings
Service management theories and models may be enhanced by integrating prevailing approaches, based on a quantitative and mechanistic view of service systems dynamics, with systems thinking‐based meta‐models that can be used in better understanding service exchanges. The findings of the paper also show how the integration of an engineering approach can be insightful to the understanding of service systems; adopting a Viable Systems Approach (VSA) as a meta‐model can be useful in fully comprehending market behaviour in uncertain conditions.
Originality/value
The originality of this paper lies in exploring the contribution of systems thinking, in particular of the Viable Systems Approach (VSA), to service management and decision making.