This paper introduces the legitimacy lens to scaling, which has not yet been sufficiently explored in literature.
Authors
Prajakta Khare, Meiji Gakuin University, Yokohama, Japan.
Amarpreet Singh Ghura, FLAME School of Business, FLAME University, Pune, India.
Anirudh Agrawal, Associate Professor, Jindal Global Business School, O.P. Jindal Global University, Sonipat, Haryana, India.
Summary
In this research, we examine the scaling of a social enterprise through legitimacy. Using a qualitative approach grounded in a single case study, that of The Kalgidhar Trust Society from India (TKTS), the study examines the external strategies and internal process to examine the scaling of TKTS with a special focus on its chain of schools, the Akal Academies.
We develop a model where internal and external legitimacies lead to scaling up and scaling wide and build socio-political legitimacy, which in turn spreads the values of the organisation and creates a deeper impact in society. This paper introduces the legitimacy lens to scaling, which has not yet been sufficiently explored in literature.
Published in: Journal of Social Entrepreneurship.
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