No open-access location is known for this record yet.
No open-access location is known for this record yet.
The concepts of inclusive business (IBs) and inclusive business models (IBMs) have gained prominence, yet their liberal application to diverse contract farming schemes has sparked confusion about what constitutes an IB(M). This chapter addresses the lack of analytical tools to assess inclusiveness by developing a theoretically grounded business model framework. Drawing from strategic management literature, we present a four-component framework encompassing (1) value proposition, (2) value creation, (3) value capture and (4) value networks, moving beyond superficial categorizations of IB(M)s to examine organizational configurations that determine the actual terms of inclusion. Applied to two contrasting cases from Tanzania, the framework reveals vastly different inclusive potential associated with their business models. Despite both being branded as IB(M)s, the avocado case resembled a conventional commercial operation, while the tea case exemplified a social enterprise prioritizing impact generation. This chapter demonstrates that different “shades of inclusion” exist depending on the business model design, cautioning against mislabeling highly commercial operations as IB(M)s. Our framework enables ex-ante assessment of inclusive potential across a diverse array of contract farming schemes, identifying effective business model designs for impact generation. For future research, we suggest continued integration between the contract farming and business management literature to leverage the business engines of IBs effectively for more inclusive and sustainable outcomes.
Loading…
Imported from OpenAlex (CC0) — nothing here is generated.