Collaborative capabilities of cause-based social entrepreneurship alliance of firms

Abstract

Purpose This study examines the collaborative value practices of cause-based social entrepreneurship alliances. We investigate key drivers of value creation in such alliances. Design/methodology/approach The study utilizes a longitudinal case study design approach involving four northern Italian businesses for investigating the cause-based social alliances. Findings The study findings suggest that cause-based alliance differ from other business relationships due to social mission of the alliance and orientation of partners to a specific social cause. However, over time involved firm may pursue commercial interests. Research limitations/implications The study utilizes a qualitative case study approach to examine the issues. This may have implications on generalizability of study findings. Further, the sample is limited to small firms, which limit its relevance for large firms. Practical implications Managers can utilize the study findings to guide the organizing process of a successful cause-based alliance and can implement it with positive outcomes for their firm. Originality/value This is one of the first study on the emerging phenomenon of cause-based social alliance. It contributes to the literature on social entrepreneurship. It informs and guides practitioners about motivations and drivers of such alliances.

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