Abelana Game Reserve: Community Partnership Driving Shared Value in Ecotourism
(9 pages of text)
In 2020, the chief executive officer of Abelana Game Reserve in South Africa was considering the arrangement between the game reserve and the Mashishimale community, who owned the land. He had promised to provide added value to the land by highlighting four pillars of focus: land, community, business, and investors. Two lodges were formally opened to guests in March 2020, but the outbreak of the COVID-19 pandemic stopped all business activities—until September 2020, when the government began easing lockdown restrictions and the shareholders met to discuss tourist bookings and expansion plans. The management team had an ambitious and exciting overall vision for the game reserve, but there were more pressing challenges to consider, including a collaborative cross-sector partnership, training and developing workers, creating jobs in the community, and supporting local businesses. Were there other shared value ideas to consider for more employment opportunities and growth within the community?
This case can be used in graduate-, postgraduate-, and executive-level courses focused on creating shared value, sustainability, social impact, stakeholder value, triple bottom line value creation, and strategy execution. After working through the case and assignment questions, students will be able to
- assess the resources, capabilities, relationships, and predictions of a social resource-based view of a firm and understand how these items can result in shared triple bottom line value creation;
- evaluate the continuum of community engagement strategy, while being cognizant of the antecedents and consequences of a transformational way of engagement;
- identify how the nature of a collaborative relationship can impact the transitory or enduring benefits of a cross-sector partnership; and
- appreciate the complexity of creating shared value.
South Africa, Small, 2020
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