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Lookup NU author(s): Dr Saurabh BhattacharyaORCiD
This is the authors' accepted manuscript of an article that has been published in its final definitive form by Westburn Publishers Ltd, 2019.
For re-use rights please refer to the publisher's terms and conditions.
Tribal communities, also referred to as indigenous peoples, have existed alongside mainstream society for centuries. Excluded from mainstream society, they have been plagued with problems of land ownership, inhospitable lifestyles, and poor health conditions. Despite these limitations, tribal communities are capable of contributing to the creation of a sustainable business ecosystem. In addition to the nonprofit and non-governmental organizations that primarily work toward tribal welfare, for-profit organizations should prioritize inclusion of tribal communities. This is not only a social responsibility, but a business necessity as well, since making tribal communities’ part of the business ecosystem can benefit both profit-making organizations and tribal communities. Through this article, using multiple cases, we elaborate on how tribes globally can add value to both the business community and themselves, when considered part of the business ecosystem. We assert that tribal communities can create shared value on four levels: firm, industry, country, and societal levels. Tribal communities may do so by (a) leveraging their core competencies of forest management, (b) displaying their culture through tribal tourism, (c) enhancing capabilities in handicrafts, which are of national importance to certain economies, and (d) deriving the benefits of being considered part of mainstream society.
Author(s): Agnihotri A, Bhattacharya S
Publication type: Article
Publication status: Published
Journal: Social Business
Year: 2019
Volume: 9
Issue: 2
Pages: 127-139
Print publication date: 01/06/2019
Acceptance date: 28/12/2018
Date deposited: 03/03/2019
ISSN (print): 2044-4087
ISSN (electronic): 2044-9860
Publisher: Westburn Publishers Ltd
URL: https://doi.org/10.1362/204440819X15504844628119
DOI: 10.1362/204440819X15504844628119
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