The Transferability of Financial Inclusion Models: A Process-Based Approach

Pozzebon, Marlei; Christopoulos, Tania Pereira; Lavoie, Frédéric

doi:10.1177/0007650317701227

Cited by 6 publications

(5 citation statements)

References 55 publications

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“…Integrates six capabilities introduced in different periods of BoP evolution: Partnerships (C 9 ), Replicability (C 10 ), New Business Models (C 11 ), Mutual Values Creation (C 13 ), Cross-Sector Partnership (C 16 ), and Sensing and Overcoming Institutional Voids (C 20 ). This major category received conceptual contributions from sustainable business models (Dembek et al, 2018; Freudenreich et al, 2020; Geissdoerfer et al, 2018), and cross-sector partnerships (Clarke & Fuller, 2010; Oskam et al, 2021; Selsky & Parker, 2005), to institutional voids governance (Agarwal et al, 2018; Davies & Torrents, 2017; Pozzebon et al, 2019). BoP Responsible Business Model involves integrating stakeholders and the poor’s voices into new inclusive and decentered business models to enhance connectivity, transparency, and legitimacy.…”

Section: Capabilities Of Bop Organizationsmentioning

confidence: 99%

“…). This major category received conceptual contributions from sustainable business models (Dembek et al, 2018;Freudenreich et al, 2020;Geissdoerfer et al, 2018), and cross-sector partnerships (Clarke & Fuller, 2010;Oskam et al, 2021;Selsky & Parker, 2005), to institutional voids governance (Agarwal et al, 2018;Davies & Torrents, 2017;Pozzebon et al, 2019). BoP Responsible Business Model involves integrating stakeholders and the poor's voices into new inclusive and decentered business models to enhance connectivity, transparency, and legitimacy.…”

Section: Major Categorizations Of Capabilitiesmentioning

confidence: 99%

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Capabilities of Bottom of the Pyramid Organizations

Nobre

Morais-da-Silva

2021

Business & Society

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Bottom of the Pyramid (BoP) organizations are the ones that develop a set of capabilities that contribute to create short- and long-term sustainability values inside and outside the boundaries of BoP ecosystems. Capabilities have an important role in BoP organizations’ strategies that aim to solve BoP issues. Notwithstanding its developments, BoP research still lacks theoretical contributions for the analysis of organizations. We suggest special attention to the need of advancing knowledge on capabilities of BoP organizations because this field is scattered and fragmented, misinterpreted, and still underdeveloped in the literature. We oriented our research formulating and seeking answers to our main question on what are the capabilities needed to enable organizations to create sustainability values in BoP ecosystems? We conducted an integrative review of BoP research for the period from 1998 to 2019, and we found 22 key capabilities of BoP organizations. We organized the capabilities into four major categories including BoP Responsible Consumption, BoP Responsible Business Model, BoP Responsible Management, and BoP Responsible Innovation. We advanced propositions and discussions regarding the capabilities and major categories’ popularity, interdependence and combination, short- and long-term temporal functions, sustainability roles, and effectiveness to address BoP issues. Our article organizes the field of capabilities of BoP organizations; advances contributions and implications for management, organizations, and policymaking; and opens fruitful avenues for future research.

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Section: Capabilities Of Bop Organizationsmentioning

confidence: 99%

Section: Major Categorizations Of Capabilitiesmentioning

confidence: 99%

Capabilities of Bottom of the Pyramid Organizations

Nobre

Morais-da-Silva

2021

Business & Society

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“…Such services hold paramount importance for market development. Microfinance [126] and digital finance [6,76,127] emerge as potential solutions in this realm, alongside critical proposals that also find representation within this group [128].…”

Section: Methodsmentioning

confidence: 99%

Exploring BoP Generations through Business Model Innovation Lens: A Review and Framing

Voros Fregolente,

Carvalho

2023

Sustainability

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The evolution of base/bottom of the pyramid (BoP) literature from BoP 1.0 to 3.0 prompted the need for fresh theoretical perspectives to address complex and persistent social issues. This article investigates BoP through the lens of business model innovation, using a literature review along with bibliometric, network, and content analyses, to map the intellectual and conceptual structure and understand the key variables relating to BoP business models. The research encompasses 161 articles extracted from the Web of Science and Scopus databases. Documents were screened manually and with the assistance of VOS Viewer 1.6.18, Biblioshiny 4.0, IBM SPSS 20, UCINET6, and NVivo12, using abductive and deductive coding techniques. The findings reveal a prevailing focus on the exploratory phase among the articles, with a predominant utilization of qualitative research methods, particularly centered on case studies. Interviews and public data sources constitute the primary sources for supporting empirical evidence. Notably, the majority of these cases pertain to emerging economies situated across Asia, Africa, and Latin America, with India emerging as the most frequently cited country in the literature. Sectors, such as energy, healthcare, agrifood, finance, and telecommunications are studied, emphasizing themes of innovation, entrepreneurship, and corporate social responsibility (CSR). Emerging themes include social entrepreneurship, frugal innovation, and inclusive business models. The research panorama encompasses a categorization of BoP enterprises based on their origin (top-down or bottom-up), their typology (commercial, assistance, or collaboration), and their interactions with BoP communities (either as customers or entrepreneurs). From an innovation standpoint, certain concepts emerged, notably frugal innovation and bricolage, accompanied by the incorporation of ecosystem theory and sustainability perspectives. The research also outlines a BoP business model framework, providing insights into key components favored by entrepreneurs in this realm.

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“…Another perspective sees institutional voids as analytical spaces with multiple political, economic and social institutional arrangements interfacing in contradictory and conflicting ways (Mair et al, 2012). This puts forward an alternative market building process that amplifies the importance of institutional context, and diminishes the transferability of particular institutional arrangements that have worked elsewhere (Pozzebon et al, 2019).…”

Section: Markets Institutions and Institutional Discontinuitiesmentioning

confidence: 99%

Building markets between institutional discontinuities: Intermediation between formal and informal sectors in developing countries

Luiz

Guchu

2022

Africa Journal of Management

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We explore the role of an intermediary, Palladium, in Zimbabwe as it bridges the divide between formal and informal sectors and the process through which it connect these sectors. We conduct indepth, qualitative interviews structured around our case study of the market building activities of the Livelihoods and Food Security Program in rural Zimbabwe. Recognizing the institutional discontinuities, whereby activities in the formal and informal sectors do not necessarily connect, brings the role of intermediaries to the fore, as they attempt to bridge these divides by leveraging resources and engaging in collaborative arrangements through institutional work. This institutional intermediation is operationalized through processes of rationalization and trust building. We highlight the role of intermediation that reinforces an emergent basis for multi-stakeholder approaches to solve complex problems in Africa-involving private actors, community leaders, and the statetowards shaping ways of building more efficient markets for marginalized groups and facilitating market activity.

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The Transferability of Financial Inclusion Models: A Process-Based Approach

Cited by 6 publications

References 55 publications

Capabilities of Bottom of the Pyramid Organizations

Capabilities of Bottom of the Pyramid Organizations

Exploring BoP Generations through Business Model Innovation Lens: A Review and Framing

Building markets between institutional discontinuities: Intermediation between formal and informal sectors in developing countries

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