Ivey Publishing
Child in Need Institute: Non-Profit or Hybrid?
Product Number:
9B13M055
Publication Date:
06/11/2013
Revised Date:
06/12/2013 (Format Change)
Length:
20 pages (13 pages of text)
Product Type:
Case (Field)
Source:
Ivey/ISB
AWARD WINNING CASE - Inclusive Business Models Award, 2013 European Foundation for Management Development (EFMD) Case Writing Competition and Best case, 2012 ISB-Ivey Global Case Competition. In February 2009, the additional director at the Child In Need Institute (CINI) received the most challenging assignment that CINI’s board of governors had ever given him — to prepare a comprehensive proposal recommending whether the organization should continue as a non-government organization (NGO) driven primarily by donations and grants, or should venture into social business. He had a month to give his recommendations. CINI was a reputable 37-year-old NGO from Kolkata (Calcutta), India, with a mission of “sustainable development in education, protection, health and nutrition of child, adolescent and woman in need.” Over the years, CINI had fought child malnutrition through health clinics and educating mothers, and had provided shelters and a path to betterment for street children. Despite recognition at CINI that donor funding was becoming scarce, any proposed social business was controversial because it ran the risk of alienating existing donors and replacing CINI’s existing purpose with a profit motive. This case has global relevance, as the challenges that CINI met in 2009 are faced by thousands of social enterprises across the world.
Learning Objective:
  • Provide an introduction to the relevance, formation and evolution of social enterprise, and the shift from an NGO to a social business.
  • Provide core characteristics of a social enterprise, along with strategies that a social enterprise can consider in fulfilling its mission in a rapidly changing and challenging socio-economic context.
  • Facilitate a discussion on how innovative co-creation, entrepreneurial orientation and organizational agility become core competencies for an organization and help it to successfully adapt to a changing environment.
  • Provide insights on business at the bottom of the pyramid (BoP), and on what corporations interested in BoP and corporate social responsibility (CSR) can learn from social entrepreneurship.
Issues:
Disciplines:
General Management/Strategy,  International,  Entrepreneurship
Industries:
Social Advocacy Organizations
Setting:
India, Medium, 2009
Intended Audience:
Undergraduate/MBA
Price:
$4.25 CAD / $4.25 USD Printed Copy
$3.75 CAD / $3.75 USD Permissions
$3.75 CAD / $3.75 USD Digital Download
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