The Entrepreneurship Process in High Performing Hybrid Organizations: Insights from Diamond Cab

17 Pages Posted: 1 Mar 2016 Last revised: 16 May 2016

Multiple version iconThere are 2 versions of this paper

Date Written: January 7, 2016

Abstract

In the midst of the mainstream taxi business that is driven by profit-maximizing operators and taxi drivers, social innovators are breaking the established model by creating a specialty taxi market that serves a neglected market, i.e., the elderly, the disabled and wheelchair users, using an alternative compensation model and novel taxi design, as well as balancing social and business goals. This chapter summarizes a study of Diamond Cab, perhaps Hong Kong’s (China’s) first and most successful social enterprise, that has created a specialty taxi market from the ground up and quickly gained legitimacy in the new market. The study proposes several factors that explain the success of the social enterprise: a focused strategy, social design orientation, social bricolage, and informal and formal advice networks, as well as biographical variables including personal values, traits, and distress. It concludes with implications for theory, practice and policy making.

Keywords: social enterprise, disabled, Hong Kong, China, bricolage, networks, design, microfoundations

Suggested Citation

Chandra, Yanto, The Entrepreneurship Process in High Performing Hybrid Organizations: Insights from Diamond Cab (January 7, 2016). Available at SSRN: https://ssrn.com/abstract=2740327 or http://dx.doi.org/10.2139/ssrn.2740327

Yanto Chandra (Contact Author)

City University of Hong Kong ( email )

83 Tat Chee Avenue
Kowloon
Hong Kong

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