Document Type
Article
Publication Date
2017
Abstract
As a latecomer economy, Africa faces persistent difficulties with catching up in global markets. This study examines the strategic potential of community-based hybrid models, which balance market profitability with social impact in local communities. Focusing on the global business services industry in Kenya and South Africa, and the practice of ‘impact sourcing’ – hiring and training of disadvantaged staff servicing business clients – we find that while regular providers struggle to compete with global peers, hybrid model adopters manage to access underutilized labor pools through community organizations, and target less competitive niche client markets. We further identify key industry, institutional and firm-level factors that affect hybrid model adoption. Findings have important implications for research on catch-processes in latecomer economies, hybrid models and global business services.
Recommended Citation
Manning, S., Kannothra, C.G., Wissman-Weber, N. 2017. ”The strategic potential of community-based hybrid models: The case of global business services in Africa”. Global Strategy Journal, 7, 125-149.
Publisher
Global Strategy Journal
Included in
African Studies Commons, Business Administration, Management, and Operations Commons, Business Law, Public Responsibility, and Ethics Commons, Entrepreneurial and Small Business Operations Commons, Growth and Development Commons, International Business Commons, Operations and Supply Chain Management Commons, Regional Economics Commons