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Using poverty impact profiles, our study assessed and compared the poverty-alleviation outcomes of three different business strategies for serving the base-of-the-pyramid (BoP). Our findings demonstrate that comparing impacts across enterprises is possible and that doing so provides important insights into the relationship between business strategy and social impact. [ABSTRACT FROM AUTHOR]

Multinational corporation (MNC) entry into base-of-the-pyramid (BoP) markets involves efforts to develop new business models. A longitudinal analysis of 18 MNC initiatives identifies how key internal components can influence market entry choices and launch decisions. BoP market entry also requires conceptualizing business model development as architectural or component R&D. [ABSTRACT FROM AUTHOR]

Using a case study methodology, we analyze a sample of ventures to identify constraints faced by base of the pyramid producers that inhibit value creation and capture. We also identify strategies adopted by ventures to address these constraints. Our study provides preliminary support for the proposition of mutual value creation. [ABSTRACT FROM AUTHOR]

While interest in the base of the pyramid (BoP) is growing, exploration of the unique poverty alleviation implications of a BoP perspective has lagged. The purpose of this paper is to put forth a set of principles that distinguish the BoP perspective from other poverty alleviation approaches. [ABSTRACT FROM AUTHOR]

This article investigates how corporate and non-profit organization alliance partners overcome fundamental differences in values, structure, and mission. The article states that the three main stages of alliance creation are rationale, formation and performance, and that the two types of cross-sector alliances are proactive and reactive.The article discusses the three largest collaboration issues: legitimacy, trust, and knowledge sharing. The article explains the within-stage differences in the identification of two types of cross-sector learning alliances, such as how, in the rationale stage, proactive firms saw an opportunity to leverage a supportive internal context and the external network resources from their customers.

Many forms of risk, uncertainty, and possibility face individuals and organizations today. At the same time, the industry 4.0 digital transformation of science, business, and society has unlocked many affordances for sustainable resilience. This symposium presents four emerging convergence research papers, together with invited commentary from leading management scholars, to explore how organizations behave and can use technology to co-create scalable social and economic value. We also explore how digital innovation can accelerate interdisciplinary scholarship and on-the-ground action from a variety of perspectives. Together, this symposium articulates a next-generation, solution-oriented, cross-disciplinary paradigm where management can play a central role. Convergence for Multi-Level Resilience in a Changing World. Presenter: Laurette Dubé; McGill U. Presenter: John Keogh; Henley Business School, U. of Reading, United Kingdom. Co-creation of value through behavioral visibility and digital affordances across enterprises. Presenter: Cameron McRae; McGill U. - Desautels Faculty of Management. Presenter: Ambika Gandhi; Consultants Immobilier Urbain. Multilevel institutional change through digital transformation for poverty alleviation. Presenter: Maria Carmela Annosi; Wageningen U. Presenter: Spencer Moore; Wageningen U. and Research. Creating Commercial Market Ecosystems for Social Impact. Presenter: Atefeh Ramezankhani; McGill U. Presenter: Jeroen Struben; EMLYON Business School. [ABSTRACT FROM AUTHOR]

We use a demand-side logic to analyze firm engagements with Base of the Pyramid (BoP) consumers. We ask: what kind of value do firms create with such engagements? How do BoP consumers experience this value? We use longitudinal surveys from consumers in rural India to explore economic and non-economic well- being returns from purchasing corrective eyeglasses. We discover gains across multiple dimensions of well-being (economic, capability, relationship)--even when income benefits do not offset acquisition costs. Second, we test for the Matthew Effect. Surprisingly, we find the more resourced do not always fare better--demonstrating the importance of attending to BoP heterogeneity. Findings unpack how firms capture value with BoP engagements, by illuminating how such engagements create value and how value creation varies by segment. [ABSTRACT FROM AUTHOR]