A BUSINESS MODEL FOR TRANSFORMING NGO PROJECTS INTO SOCIAL ENTERPRISE

• Main Author: Rahmi Utami, Shintya
• Format: Theses
• Language: Indonesia
• Subjects: Manajemen umum
• Online Access: https://digilib.itb.ac.id/gdl/view/75978
• Institution: Institut Teknologi Bandung

A non-profit organization known as an NGO was established with the primary goal of making a good social impact rather than pursuing financial gain. Due to the drying up of many of their traditional sources of financial support, these organizations, most of which rely significantly on charitable donations as a source of income, are currently suffering considerable difficulties. NGOs have to explore numerous methods to improve their financial stability, diversify their sources of income, and lessen their dependency on donors in order to secure their long-term sustainability and increase their impact. A comprehensive study will be done with a focus on the Global Peace Foundation Indonesia to tackle this issue. The Global Peace Foundation Indonesia project’s potential to become a social enterprise and achieve financial independence will be investigated using the Gap Analysis approach in the research. The goal of the study will be to locate and create innovative social business models that can successfully support the organization’s mission while producing dependable revenue sources. This research conducts a comparative of the thorough steps outlined by Fowler in his framework for social enterprise, the innovative strategy endorsed by Ann Mei Chang through her hybrid organization concept, and the significant business model contributed by Burkett to drive social impact through social business in the pursuit of creating a coherent and comprehensive framework for understanding and successfully implementing successful social entrepreneurship. This study aims to offer a thorough knowledge of successful social entrepreneurship by contrasting and combining these three important paradigms. In order to help practitioners, organizations, and policymakers navigate the difficulties of social entrepreneurship with clarity and purpose, the ultimate goal is to develop a unified framework that incorporates the best practices, concepts, and tactics from each approach. Through this research, those participating in social innovation can get the knowledge and direction required to promote societal change while accomplishing long-term corporate objectives. This study employs a thorough method of data collecting, gathering both primary data through focus group discussions and interviews as well as secondary data through intensive desk research. Logic Models, PESTEL Analysis and SWOT Analysis are just a few of the qualitative techniques used to process and interpret the received data. These analytical methods help to develop a comprehensive understanding of successful social entrepreneurship by enabling the discovery of patterns, relationships, and insightful observations. Key stakeholders contribute their own viewpoints and direct experiences in focus groups and interviews, which helps to shed light on the difficulties and ideal approaches to social entrepreneurship. Desk research additionally entails collecting secondary data from reliable sources like scholarly publications and case studies. Identification of strengths, weaknesses, opportunities, and threats is made easier by the qualitative analysis of the data, which also allows for a more thorough investigation of the larger political, economic, sociocultural, technological, environmental, and legal aspects that influence the social entrepreneurship landscape. The overall goal of this research is to produce useful guidelines and suggestions for social entrepreneurs, legislators, and other stakeholders. The possible projects that might be transformed into a social enterprise are identified by the logic model study of Global Peace Foundation Indonesia, with the travel and tourist sector fitting the criteria the best. After this research, a PESTEL research was carried out to identify lucrative opportunities in the tourism sector that are consistent with the organization’s values. Afterward, implementation strategies were chosen using SWOT Analysis. With the help of these analyses, Global Peace Foundation Indonesia developed its Value Proposition Canvas and Social Business Model, which directs its approach to the tourism sector and strengthens its social effect. Comparing the transforming steps specific to Global Peace Foundation Indonesia with Fowler’s processes of a social enterprise indicates quite slight differences in how they work. This study is a helpful resource for the Global Peace Foundation as well as other NGOs that are interested in becoming social enterprises and other field affiliates of the Global Peace Foundation. These businesses can acquire useful information and advice to successfully navigate their own transformation journeys by looking over and modifying the research’s conclusions. Future Research on this topic could explore the crucial role that leadership and allocating human resources have in the transformation process. The key components of personnel management would be examined in this field of study, including choosing the best candidates with the necessary qualifications, outlining their duties, and putting in place strong leadership strategies to spearhead and maintain the transformation initiatives. Organizations considering or undertaking a transformation into social enterprises can learn a lot about the dynamics of human resources needed for successful implementation and long-term sustainability by looking into these factors in more depth.