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Purpose: The purpose of this paper is to argue for an integrative model of social enterprises (SE) and social marketing (SM) to usher in desirable change, instead of the currently adopted either/or approach. We offer the shadow framework to integrate these two paradigms in the context of peace-building organizations. Design/methodology/approach: Using purposive sampling strategy, 19 cases of peacebuilding initiatives were identified and reviewed from secondary sources. Ashoka Fellows working in the domain of peacebuilding, along with a few other exemplary cases across the globe were considered. Findings: We found an emerging typology of three forms in the organizational responses to peacebuilding initiatives: (a) pure charity-driven work, (b) dual structure of charity plus business enterprises, and (c) social enterprises with distinct revenue model. Research limitations/implications: Building upon previous theoretical research, we find a lot of merit in SEs adopting the SM toolkit. We contribute to theory building by showing the interaction between paradox theory and stakeholder marketing in the context of SEs dealing with wicked problems such as peacebuilding. Consequently, we propose a shadow social marketing (SSM) model that would camouflage the real offering of peace through an apparent offering that would be non-controversial in nature and result in moderate-importance small wins for the multiple stakeholders involved with conflicting interests. Practical implications: From a managerial perspective, chances of success of the desired social change increases by complementing the efforts of SEs through the SM toolkit. Organizationally, although all the three forms of peacebuilding initiatives can benefit from systematic usage of the SSM, they need to reframe their efforts toward those that are not pro-peace, rather than preach to the converted. Consequently, the answer may lie in efforts at building cultural sensitivity to promote entrepreneurship amongst such target groups amongst such target groups in conflicting communities, with an organizational form that successfully marries SEs and SM. Originality/value: Though previous scholarship mentions the need for finding complementarities between social marketing objectives and social enterprise missions, no paper yet has suggested a roadmap for achieving it. This paper highlights an integrative plan that, in this specific case of peacebuilding initiatives, or social enterprises in general, can leverage to evolve better organizational practices, improve financial sustainability and measurable impact to effect the desired social change. © 2020, Emerald Publishing Limited.

Marketing Management

(SME) School of Management and Entrepreneurship

Strategy and Entrepreneurship

Fulltext

Journal of Social Marketing

Integrating social enterprise and social marketing with shadow framework: A case for peacebuilding

Most digital enterprises begin as technology start-ups offering niche services, and then evolve into digital platforms providing a range of services. Against the backdrop of almost non-existent logistic and supply chain infrastructure, weak regulatory framework, low penetration of smartphones and Internet, low consumer confidence and trust on online transactions, digital entrepreneurs in developing countries literally have to build the platform ecosystem along with their organization. In this paper, we use institutional theory as a lens to trace the emergence and evolution of digital platforms in India. We posit that digital platforms are emerging organizational fields embodying new network logics with algorithms and technology-mediated interactions playing a central role in creating value. In particular, we take the case of Ola, an online cab aggregator from India to illustrate that digital platforms as organizational field evolve through three phases of (a) innovation introduction, (b) mobilization and (c) structuration. In the first phase, the organizational field characteristics are consequences of activities undertaken to raise cognitive legitimacy and respond to competitive forces. In the second phase, a mix of coercive and mimetic forces shape the institutional field resulting in increase in socio-political legitimacies. In the third phase, the process of structuration sets in as isomorphic forces become more normative. The theoretical framework developed in this paper contributes to extant information system research by putting forth that the characteristics of emerging organizational field are shaped by the interplay between the responses of the focal organization to isomorphic forces, and the actions taken by it to establish cognitive and socio-political legitimacies. Empirically the study is on digital platforms located in a large developing country with very high potential for online transactions but relatively low penetration of Internet and smartphones. Conceptualizing organizational field as digital platforms enables making sense of the changing business landscape, and examine issues of sustainability and legitimacy. © 2019 Mukerji & Roy.