@article{oai:nagoya.repo.nii.ac.jp:00026003,
 author = {一栁, 智子 and ICHIYANAGI, Tomoko},
 issue = {7},
 journal = {国際開発研究フォーラム, Forum of International Development Studies},
 month = {Mar},
 note = {This article explores potential conflicts in pursuing dual social and financial objectives, or achieving a double bottom line, in for-profit social enterprise in Sub-Saharan Africa. The research examined Honey Care Africa’s “Business in a Beehive” model, which had two objectives: to secure a high-quality honey supply and to increase small-hold farmers’ incomes by incorporating them into the supply chain. Unfortunately, unforeseen challenges eventually led the company to suspend the model. Environmental uncertainty in the beekeeping sector prevented increases in honey production to the planned level, which limited financial and social outcomes. Additionally, it was found that the time allocated to maintaining relationships with low-income contract farmers was beneficial for the farmers but negative for corporate profitability. While resources allocated to economically disadvantaged people should be listed as social costs in addition to regular business costs, Honey Care Africa’s expenses were included in total supply chain operating costs. Expenses incurred in realizing collective social benefits thus would have increased indirect costs, illustrating that the double bottom line concept can conflict with the allocation of operating resources to social costs in for-profit social enterprises. This is especially relevant to organizations that must maintain low supply chain operational costs to ensure organizational sustainability, as in highly uncertain environments (e.g., rural Kenya) where for-profit social enterprises face unexpected costs and risks without adequate support.},
 pages = {1--17},
 title = {営利型社会的企業のダブルボトムライン達成に生じるコンフリクト : ケニア，Honey Care Africa社の事例分析},
 volume = {48},
 year = {2018}
}