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The purpose of this paper is to argue for an integrative model of social enterprises (SE) and social marketing (SM) to usher in desirable change, instead of the currently adopted either/or approach. We offer the shadow framework to integrate these two paradigms in the context of peace-building organizations.

Using purposive sampling strategy, 19 cases of peacebuilding initiatives were identified and reviewed from secondary sources. Ashoka Fellows working in the domain of peacebuilding, along with a few other exemplary cases across the globe were considered.

We found an emerging typology of three forms in the organizational responses to peacebuilding initiatives: (a) pure charity-driven work, (b) dual structure of charity plus business enterprises, and (c) social enterprises with distinct revenue model.

Building upon previous theoretical research, we find a lot of merit in SEs adopting the SM toolkit. We contribute to theory building by showing the interaction between paradox theory and stakeholder marketing in the context of SEs dealing with wicked problems such as peacebuilding. Consequently, we propose a shadow social marketing (SSM) model that would camouflage the real offering of peace through an apparent offering that would be non-controversial in nature and result in moderate-importance small wins for the multiple stakeholders involved with conflicting interests.

From a managerial perspective, chances of success of the desired social change increases by complementing the efforts of SEs through the SM toolkit. Organizationally, although all the three forms of peacebuilding initiatives can benefit from systematic usage of the SSM, they need to reframe their efforts toward those that are not pro-peace, rather than preach to the converted. Consequently, the answer may lie in efforts at building cultural sensitivity to promote entrepreneurship amongst such target groups amongst such target groups in conflicting communities, with an organizational form that successfully marries SEs and SM.

Though previous scholarship mentions the need for finding complementarities between social marketing objectives and social enterprise missions, no paper yet has suggested a roadmap for achieving it. This paper highlights an integrative plan that, in this specific case of peacebuilding initiatives, or social enterprises in general, can leverage to evolve better organizational practices, improve financial sustainability and measurable impact to effect the desired social change.

Access to pure drinking water is considered as a basic human right and part of the United Nations' Sustainable Development Goals. India ranks poorly in terms of providing universal coverage of potable water to its citizens. This case highlights the challenges faced by the private sector in providing purified drinking water for a diverse country like India with many geographical regions (and their corresponding water impurities) and differing levels of economic prosperity (making sustainability tougher for private companies) by focusing on Waterlife India Private Limited (WLIP). WLIP is a for-profit social enterprise that sells drinking water in rural hinterlands and urban slums at a very affordable price of US$0.006 per liter. Since its inception in 2008, WLIP has evolved to become a major player in the fragmented Indian affordable drinking water industry. Sustainability of the WLIP business model is based on a unique public–private partnership template in which three parties come together—a corporate sponsor who bears the cost of the water filtration equipment; community governance bodies like panchayats or municipalities, which give a sense of operational legitimacy to the model; and WLIP as the driving force of the network. This business model is unique for three reasons: suitable incentive mechanisms with proper alignment of interests among various stakeholders; optimization of the water-filtration plant equipment to community demand; and achieving the delicate balance between standardization of processes and customization in offerings to the operating context. Alignment of partner interest is the principal differentiator that also ensures accountability and impact.

Economic development requires the use of natural resources. Increasing population makes increasing demand on such resources thereby leading to the degradation of the environment. Excessive use of resources can lead to a situation where declining supply can no longer satisfy the demand. Hence, without conservation and prudent management of resources the environment cannot be preserved. This paper examines the case of water supply, which is the fundamental requirement for the sustenance of all life forms on earth. The human population is expected to double to at least 8 billion in the next 30 years and the worldwide demand for water is estimated to increase by a staggering 650 percent. However, the total supply of fresh water in the world is limited as 99 percent of the earth’s water is either saline or frozen. Of the remaining 1 percent most is ground water and soil moisture. The net availability of fresh water for human consumption is one‐hundredth of 1 percent. And not even all of that can be used. Hence, how can the continued availability of fresh water resources to satisfy the growing need of the rising population be satisfied? Conservation of fresh water can be achieved to some extent by reducing the demand by imposing a price/or raising the prevailing price on the use of water. However, while conservation can stretch the supply by reducing demand, for ensuring the long‐run adequacy of supply, it is necessary to apply a prudent environmental management policy which will prevent the destruction of forests and natural resources and apply a policy of active regeneration of forests. While the supplies of water make the forests survive and grow, preservation of forests allows water resources to survive. Forests cannot be preserved unless the destruction of hundreds and thousands of wetlands to make way for human settlement and industrial development is prevented and property rights of landless people are recognised. Thus for a prudent and efficient management of water resources to be effective, the state must adopt the ecologically sustainable approach to development. This paper examines these issues.

The purpose of this paper is to analyze whether China's exports can effectively improve the global competitiveness of other BRICS countries' exports from the perspective of intra-BRICS export trade.

This paper extends the multinational trade model and analyzes the mechanism of the technological upgrading effect from the perspective of dynamic general equilibrium theory. In addition, this paper uses the export panel data of 217 products with three-digit SITC codes from China to other BRICS member countries from 2000 to 2016 and constructs a dynamic empirical model for parameter estimation.

The results show that China's exports to other BRICS member countries can effectively promote the technological improvement of other BRICS member countries' export products. In particular, the formal establishment of the BRICS organization in 2010 has significantly improved the efficiency of China's export technology optimization.

In the background of the prevalence of anti-globalization and the proliferation of protectionism, this paper proves that the deepening of trade cooperation between other BRICS members with China can help optimize their own international trade competitiveness and allow China's development dividend to benefit more countries and people.