Catalytic Social Entrepreneurship to Combat Desperate Poverty: A Systems Approach
Keywords:
Micro catalyst, macro catalyst, global poverty, system approach, catalytic innovation, macro-policy interventionAbstract
Any credible agenda that seeks to eradicate global poverty must seek to correct the structural injustices and inequities that cause and perpetuate desperate endemic poverty. Such an agenda must aim not merely to aid the poor with grants, welfare and subsidies, but it must primarily seek to enhance the capabilities, skills, access and opportunities of the marginalized to participate on more equitable terms, in the dynamic process of overall economic growth. We apply a systems approach to poverty, the latter itself being a pernicious system. Eradication of global desperate poverty and its unjust structural causes can be done through two concurrent systems-thinking based strategies: (a) micro catalytic social entrepreneurship that leads to catalytic innovations that alleviate poverty, and (b) macro social catalytic political entrepreneurship that radically innovates legislation or designs macro-policy intervention systems that can effectively dismantle existing unjust structures of social injustice and inequities – the causes that perpetuate endemic global poverty. Using the theories of catalytic innovations and the bottom of the pyramid, we focus on solution (a) as being feasible, viable and doable and in the long run having the potential for eradicating global desperate poverty. We also provide two case studies where solution (b) was effectively implemented. The main proposition of the paper is that the use of both micro- and macro- catalyst can help alleviate poverty in the world. Keywords: Micro catalyst, macro catalyst, global poverty, system approach, catalytic innovation, macro-policy intervention.Additional Files
Published
31-12-2013
How to Cite
Mascarenhas, O. A. J., Kesavan, R., & Bernacchi, M. D. (2013). Catalytic Social Entrepreneurship to Combat Desperate Poverty: A Systems Approach. International Journal of Management Studies, 20(2), 29–70. Retrieved from https://e-journal.uum.edu.my/index.php/ijms/article/view/10397
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