MoveAhead: lessons in pragmatism for an idealistic social-entrepreneur. Issue 3 (16th February 2022)

• Record Type: Journal Article
• Authors: Lakshminarayanan, Sambhavi; Best, Simon; Maggio, Evelyn
• Is Part Of: Case journal. Volume 18:Issue 3(2022)
• Page Start: 362
• Page End: 389
• Publication Date: 2022-02-16
• Subjects: Stakeholder -- Social entrepreneur -- Strategy -- SWOT -- Business model; Business -- Case studies -- Periodicals; Business -- Case studies -- Periodicals; Management -- Case studies -- Periodicals; Management -- Case studies -- Periodicals; Management -- Study and teaching -- Periodicals; Business; Management; Management -- Study and teaching; Case studies; 658.00722
• DOI: 10.1108/TCJ-01-2018-0010
• Languages: English
• ISSNs: 1544-9106

Abstract

Abstract : Theoretical basis: There is little published information available in the area of youth programs and social entrepreneurship in underrepresented communities. However, there are many idealistic entrepreneurs in the community; the case describes the experience of one such individual. Case analysis and the Instructor's Manual are based on standard theories and techniques in organizational environmental and strategy analysis, as well as information and approaches regarding nonprofit functioning. Research methodology: This case was prepared from primary sources, based on interviews with the founder. The name of the organization was disguised but the location and the founder's name were not. Case overview/synopsis: Growing up in a rough neighborhood, Darnell found refuge in an after-school program, which he credited for several positive values. As an adult, he felt a strong desire to give back to the community he had grown up, and still lived in. Thus, was launched MoveAhead, a fitness-based after-school program similar to the one he had participated in. However, as was common for many social entrepreneurs, Darnell struggled to overcome severe lack of capital and to deal with operational issues. Now, MoveAhead had reached a critical and existentially important point, when a strategic decision had to be made. Complexity academic level: This is a decision case. It discusses the difficulties faced by a social entrepreneur who had a strong drive and conviction but little capital. The case describes a strategic turning point for one such organization. It can be used in business and management courses at the undergraduate level. It would also be relevant to a course on (social) entrepreneurship. The level and analysis required of students and discussion questions used can be adjusted depending on whether the course is introductory or more advanced, such as strategy.