Social Business Model and its Efficacy: A Case Study on Agroforestry in the Indian Context

Abstract This article aims to discuss how social impact and social value creation (SVC) happen in a social enterprise. It attempts to understand the efficacy of social innovation through the lens of different stakeholders within a social enterprise with special reference to the beneficiary and the social entrepreneur. The article uses a case study research method within qualitative research with the emphasis on intrinsic and instrumental case research. An inductive, interpretivist approach has been used for drawing propositions. Through six propositions, the article understands the phenomenon of social innovation, the barriers and bottlenecks in the same which ultimately has to lead to higher levels of social impact and SVC resulting in a win-win-win situation for all the stakeholders. The biggest limitation is that it is difficult to generalise the phenomenon occurring in case of this case research, which may be exactly replicated in other organisational settings/situations/circumstances. The case study has been developed after having taken permission directly from the founder and co-founders of the enterprise. Due permission had been sought from the social entrepreneur(s) before going ahead with the writing and construction of this research article.