Organization, Founder and Clientele Transformation at VGKK
商品編號：9B09C022
出版日期：2010/07/29
再版日期：
商品來源：Ivey
商品主題：Entrepreneurship; Human Resource Management; International Business
商品類型：Case (Field)
涵蓋議題：Leadership Development;Evolution of Social Organization;Social Entrepreneurship;Organizational Change
難易度：5 - MBA/Postgraduate
內容長度：17 頁
地域：India
產業：Social Services
事件年度：1979
The literature on change and transformation mostly focuses on for-profit organizations, even though not-for-profit organizations offer a richer context for study, and social entrepreneurs are most often at the forefront of large-scale change. The case is an attempt to examine the evolution of a development organization. It centres on a medical professional and his thirty-year struggle in ushering in social transformation in the BR Hills of Southern India, working for tribal and forest development based on a foundation of ethics, self-organization and the assertion of human and individual rights. In 1994, he was awarded the Right Livelihood Award (also known as the Alternative Nobel Prize) for his efforts.
This case can teach the evolution of a) a social entrepreneur into a leader; b) an amorphous service entity into an institution with a network of organizations and c) a low-profile, undemanding clientele with no voice to a demanding clientele expecting choices and rights. The case can also be used to explore the growth of a social enterprise (in terms of objectives, service delivery, roles, scale, etc.); concepts of change and social transformation; and the organizational life cycle and evolution of systems over the cycle. The case highlights the path civic service organizations (CSOs) and social actors tread over time in undertaking to provide public service.
教學手冊：8B09C22
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