Social Innovation and Social Enterprises have increasingly come to the fore in both academic scholarship and more directly and pragmatically in terms of best practices that may be adopted to allow small scale social enterprises to overcome significant hurdles that inhibit their ability to become self-sustaining entities. In Thailand, such enterprises have had a significantly longer heritage in part due to necessity and the lack of government support. Yet despite the more extensive range and diversified nature of such community enterprises (CE) the record is woefully poor with the vast preponderance out of operation within 2 years of forming. This research seeks to draw from the extant literature and synthesise various strands towards a more comprehensive conceptual framework that can both add to our theoretical understanding but also provide scalable, actionable, and affordable policy recommendations for those managers and social entrepreneurs to better grow their CE. The framework is grounded around 5 theories/concepts (i) Social Innovation Concept (ii) Nicholls and Murdock (2012) framework of social innovation process (iii) The External Linkages, Collaboration and Cross-Sector Interactions (iv) Teece’s (2007) Resources and Dynamic Capabilities model and (v) Porter & Kramer (2011) Creating Shared Value model. Critically, the model will focus on seizing and selecting, Implementation and Sustaining. It is the last of which that has proven most problematic for Thai CE and thus will be weighted accordingly in the proposed framework. The framework will be tested and refined through a sequential research design among small Thai community enterprises in the Agri sector.
Thanisa Sirithaporn, University of the Thai Chamber of Commerce, Thailand