Education Institutes as epicenters driving Collaborative Social Initiative: An experiential Indian Case

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Education Institutes as epicenters driving Collaborative
Social Initiative: An experiential Indian Case
Journal: International Journal of Educational Management
Manuscript ID IJEM-03-2016-0051
Manuscript Type: Original Article
Keywords:
Collaborative Social Initiative, Higher Educational Institutes, Experiential
Case, Kumbhmela-megaevent, Creative Action
International Journal of Educational Management

ForReview
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Education Institutes as Epicenters driving Collaborative Social Initiative: An experiential
Indian Case
Introduction:
In the process of Chrysalis the challenge for developing Countries is to not only growing
economically stronger but aiming at a balanced growth. India is featuring strongly on the map of
World for various reasons but it’s a tight rope walk for India dealing with the challenges that
impede the growth, availability of basic facilities like Sanitation being one of the evident
priorities. The current research uses highly inter-disciplinary approach to demonstrate the need
of collaborative social initiative as a powerful tool to achieve targeted development and growth
for India. The researcher further proposes how Educational Institutions can play vital pivotal role
in these collaborative social initiatives. With an Experiential case researchers bring forth the
qualitative viewpoints of various stakeholders of one such initiative.
Honey combing of disciplines:
The current research draws arguments from three main disciplines and few sub disciplines-
Sanitation, Mega Events, Collaborative Social initiatives and Educational Institutions’ as driver
of Corporate Social Responsibility. Sanitation remains a big challenge with 2.5 billion (1/3rd
of
World population) still lacking access to a descent sanitation facility (UN, 2016). Mega-events
stand out amongst all types of events in terms of their capacity to attract tourists as well as its
developmental roles (Getz 2007). Collaborative social initiative draws its significance from the
same range of powerful solutions as powerful challenges of Resource dependencies,
environmental uncertainty, largeness leading to higher need to demonstrate its legitimacy as well
as triggering high intensity scrutiny been traditionally considered in Stakeholder theory (Meznar
& Nigh, 1995; Freeman, 1984). Educational Institutions are argued to have important role help
shape up a new society with University Social Responsibility (Ahmad, 2012).
Sanitation- Human right to dignity:
We are declared farther from achieving millennium development goal with almost one-third of
the world population having no descent sanitation facility. Provision of clean water and
sanitation is a 6th
amongst the 17 developmental goals adopted by UN as part of 2030 agenda for
Sustainable development, Sanitation thus being recognized as basic human right (WHO 2013;
UN, 2016). Indian government had the policies and programs for sanitation in place for long but
the implementation caught up momentum with ‘Swacch Bharat-Clean India Campaign’. The
national mission sets huge target for Clean India and building 11 crores of toilets in 5 years
(Financial Express, 2015; Midday, 2015; India Today, 2015).
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Event Tourism:
Events have played role of community building, urban renewal, cultural development as well as
fostering national identities. Event Tourism has grown in importance with increasing destination
competitiveness however, with a drawback of huge marketing orientation (Getz, 2007). The
events are classified as Local, Regional, Periodic Hallmark and Occasional Mega-events,
amongst all these Mega-events stand out in terms of their capacity of attracting tourists as well as
its developmental roles (Getz, 2007). Olympics, World’s fairs and other mega events has always
allured big crowds and hence, also received lot of attention in terms of Research carried out and
literature being available in Event tourism.
Olympics Green legacy – lessons for mega events
Olympics is playing its green cards meaning billions of dollars are being spent and will be spent
on Environmental protection projects as observed during Beijing Olympics 2008 (Raiborn &
Joyner, 2006). Apart from the observations on amounts spent on Environmental projects, the
environmental impact assessment and its methods have also been discussed (Collins, Jones &
Munday 2009) with special focus on CO2 reduction & Climate benefits accrued (Wu, Zhang,
Xu & Zhu, 2011), with contributions to the development of Green Economy in hosting countries
as an extension of Legacy (Preuss, 2013) and assessment of Long term impact on hosting city
including Social, Economic and Environmental perspectives (Chen et. al. 2013). As discussed
above few Researches also talk about demand side impact in terms of the travelling fans
experience and perceptions of the mega event (Florek, Breitbarth & Conejo, 2008). Apart from
the sports mega event Environmental impact has been highlight of discussion in almost all events
viz. International, religious, spiritual gatherings and academic conferencing with special focus on
ethics related to travel for these events in the era of Global warming (Beringer & Douglas, 2013).
Kumbhmela attracting Saints / Researchers?
The current research focuses on one of the largest Mega-events in the World, Kumbhmela. It is
considered as one of the largest human congregation on Earth happening since ages as rightly
remarked by Nashik Collectorate (2014) Kumbhmela is the most spectacular events occurring in
India, which attracts Saints, devotees form all over the world. The Nashik Kumbh mela is noted
as the most sacred of all the festivals (Nashik Collectorate, 2014). The curious Academicians
being no exception Kumbh mela caught big attention at Harvard University (Khanna, 2013) and
even MIT. A big team of 50 Faculties and Students, Administrative staff, and Medical
practitioners from Harvard visited Allahabad Kumbhmela in 2013 and studied various aspects
related to this mega event viz. Grid allotment for akharas, Sanitation, Green Kumbh initiatives,
Epidemics tracking, Governance and Business to highlight a few (Harvard, 2015; Hewett, 2015)
Mr Ramesh Raskar, Nashikite and MITian researcher along with Mr. Sunil Khandbahale started
with a unique International innovation sand box event for studying Kumbhmela problems closely
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and brainstorming technological solutions for the same under the banner of Kumbhthon (MIT,
2014).
Kumbhmela 2013 Allahabad: A Review
Kumbhmela is said to be ageless as rightly remarked by Eck & Bhatt (2015) evidences being
available in history in Puranas- the Vedic scriptures, Chinese books, Historical references from
the time of Gupta Period i.e. fourth to sixth century. The purpose for the gathering is to attain
liberation by bathing primarily but spiritually it is to associate with spiritually minded saints and
discussion of universal well-being which includes Spiritual, Social, National and Environmental
well-being. Kumbhmela is rightly defined as a confluence of sacred rivers and sacred time, with
a colossal number of people. City with comparatively smaller population swells in number
suddenly during Kumbhmela, Ephemeral temporary city is built on similar lines of Urbanism
including Roads, Bridges, Sectors based Camps and Tents, Electricity, Social infrastructure
(Medical), Sanitation and Security Systems empowered by well-coordinated five stage process of
Planning, Construction, Assembly, Operation and disassembly and deconstruction (Mehrotra &
Vera, 2015 a). Kumbhmela administration with commitment to protection and safety of pilgrims
which includes varied areas of Health, Sanitation, Water, Hygiene, Health services, Epidemics
monitoring, Stampede avoidance can get empowered with mobile data surveillance rapidly and
inexpensively deployable tool at such mass gatherings to extract real-time data (Balsari &
Leaning, 2015). They further bring forth details regarding Sanitation facility, one of the major
challenges, where around Eleven Thousand sanitary facilities and One Lacs Twenty One
Thousand toilet stalls all evenly distributed with fairly even densities covering all the sectors of
this ephemeral city. Novel approach was discussed to study population dynamics of individuals
at Kumbhmela using mobile metadata, surprisingly putting forth point of feasibility where
Ascetics also seen to be mobile users (Onnela & Khanna, 2015). Challenging the idea of
sustainability Kumbhmela makes researchers to think urban design in reversible fashion where
beauty being the point that not just the incommensurable expansion possible for Kumbhmela city
but also its disassembling which happens equally fast (Mehrotra & Vera 2015, b). Vital lessons
on Kumbhmela held in 2013 as rightly pointed out by Researchers includes, Lack of cleanliness
of toilets and massive pollution in spite of it being “Green Kumbh” (Khanna & Macomber,
2015)
Connecting the dots: Kumbhmela to Collaborative Social Enterprise
Khanna and Macomber (2015) remark Kumbhmela 2013 held at Allahabad was a leadership and
organizational success, and success according to the authors is credited to unusual focus by
government on providing a solid and limited platform which served as base for non-government
entities and the private sector to effectively deliver many other services for pilgrims flocking in
millions of numbers to Kumbhmela, all driven by single objective of facilitating a good
experience for the pilgrims. It is further critically pointed out that the framework based on this
approach can be a great solution for struggling other government and business relationship in fast
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growing and resource constrained cities in South Asia in particular and World in general. A
collaborative approach where, a resource constrained government intentionally provides a
platform for other actors or as authors remark stakeholders to provide services instead of trying
to do everything by itself.
Collaborative Social Initiative: A review
Collaborative social initiative is grounded well in the theory of stakeholder which is also
considered as given birth to modern day corporate citizenship and success of initiative depends
upon existence of one of three relationship attributes of the power, legitimacy and urgency
(Freeman 1984; Mitchell, Agle, Woods 1997). Earlier the stakeholder theory focused only on the
dyad of Business and Government, however, the Non-governmental organization got integrated
over years due to value they brought to the dyadic relationship with intersect of Agency theory
acting as intermediaries or playing multiple roles (Doh and Teegen, 2003). However, Doh et. al.
(2003) and Wasserman & Faust (1994) argue that the network theory provided a better
framework for understanding the multimodal nature of the NGO-Business- Government
interactions resulting into integrated multidimensional network participation.
Table 1 includes detailed literature review done for Collaborative Social initiative approach. The
methodology followed for Literature review was thematic as is evident. Collaborative Social
Entrepreneurship often referred to as Collective Social Entrepreneurship is defined as Social
Entrepreneurship, which consists of a coalition of individuals or actors rather than just a single
individual (Zeitzmann, Jay, Wokutch, and Johansen 2014). Collective or Collaborative aspect
has been asserted in observations remarking as structure of Social Entrepreneurship is mostly
collective, and multiple actors are involved in opportunity development by pooling of trading of
resources (Corner & Ho 2010; Schieb-Bienfait, Charles-Pauvers, and Urbain 2009; Montgomery,
Dacin, and Dacin, 2012). Particularly with Cross Sectorial Collaborations, success needs not
only internal alignment of interests but more than alignment of interests; it needs synergetic
nature of constellations (Zeitzmann et. al., 2014). Pearce II and Doh (2005) carried quantitative
and case based research with inductive approach for dozens of CSR cases. They suggested a
model for CSR goals which are aligned to overall corporate objectives rightly utilizing
Corporates core competencies and CSR organizing with three options of donations to NGO,
creation of functional operation within the company and lastly the collaborative approach with
another expert organization deriving valuable benefits like acquiring and synthesizing of
resources with new applications generating innovative responses to evolving environments.
The five key principles to success of Collaborative Social initiatives discussed were as
follows:
1. Identify stubborn or socially impending issue and support it for long term
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2. Support through corporate contributions causes which are related to overall corporate
objectives, where they can leverage core capabilities based on expertise developed in normal
operations resulting in win-win situation for collaborators.
3. Great social impact comes from supporting large scale cooperative effort in spite of their
limited contribution.
4. Select social causes that receive support from government in the form of tax incentives,
liability protection and other direct or indirect for of supports.
5. Impact assessment in the form of value of total package of benefits like social contributions
and reputation effects.
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Table 1: Literature Review Summary for Collaborative Social Enterprise
Sr. No. Title of Res Paper Authors Contributions
1 Collaboration as a
Pathway for
Sustainability
Lozano (2007) With Game theory proposes collective behaviors offer better
results than individualistic behaviors for Sustainable
Economies
2 Corporate-NGO
Collaboration: Co-
creating
New Business Models
for Developing
Markets
Dahan, Doh,
Oetzel, and
Yaziji (2010)
Cross -sector Collaborative approach for creating value,
emphasizing importance of innovative combinations of firm
and NGO resources and skills; trust-building, fit -two
organizations’ goals; and supporting and understanding the
social business infrastructure and environment.
3 Addressing
Stakeholders and
Better Contributing to
Sustainability through
Game Theory
Lozano (2011) Corporate responsibilities and the role that collaboration has in
moving towards sustainability taking into consideration
current interactions with different stakeholders and planning
for the future.
4 The Role of
Collaborative
Innovation
in Trade Facilitation
Brennan,
O’Dwyer, and
O’Riordan
(2010)
An Irish social entrepreneurship group built collaborative
innovation across multi-stakeholders, including the Ethiopian
Government, EU and Ethiopian Customs, Ethiopian exporters
and EU importers and Trade Facilitate Ltd (TF), a European-
based private company. Extraordinary benefits accrued for all
the stakeholders such as significant efficiency and other
positive outcomes.
5 ‘Design Beyond
Borders’: International
Collaborative Projects
as a Mechanism
to Integrate Social
Sustainability Into
Student Design
Practice
McMahon and
Bhamra
(2012)
Paper very critically brings out the importance of international
collaborative projects at undergraduate level. It demonstrates
with the help of Participatory Action Research methodology
this experiential learning can help develop skills that improve
understanding of Social sustainability in design education.
6 Stimulating Learning
About Social
Entrepreneurship
Through Income
Generation Projects
Ching Chang,
Benamraoui
and
Rieple (2014)
The use of income generation projects as an Innovative
pedagogic method to assess students’ learning about social
enterprises and how it improve students’ understanding about
social entrepreneurship.
7 Social
Entrepreneurship In
Croatia: Do Regional
Disparities Influence
Young People’s
Perception Of Social
Entrepreneurship As A
Potential Career Path?
Perić and
Delić (2014)
Better life in society requires engagement of all actors of the
society. Personal readiness in youth was studied considering
importance of energy and potential of youth in this
development process
8 Social
Entrepreneurship in
Cross-Sectoral
Collaborations
Promoting Energy
Efficiency
Zeitzmann,
Jay,
Wokutch, and
Johansen
(2014)
Collaborative Social Entrepreneurship particularly cross-
sectoral collaboration to overcome failures in Sustainable
development. Challenges resolved critically with policy
advocacy in addition to service delivery.
9 Social
Entrepreneurship:
Why We Don’t Need a
New Theory and How
We Move Forward
From Here
Dacin, M.
Dacin, and
Matear (2010)
Paper is an exhaustive Literature Reviw for Social
Entrepreneurship starting with definition, insights from
existing theories inherent in conventional, cultural, and
institutional
entrepreneurship frameworks to integration of these insights
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With the principles of Collaborative social initiative standing true and valid, researchers would
like to experiment if Educational institutes can become drivers of Corporate Social
Responsibility with expanding the horizons beyond their simple student outreach programme.
Educational Institutes- drivers of Social change:
Social responsibility has been a topic of focus and CSR has received lot of attention, however,
the University stakeholder’s contribution has not been sufficiently deliberated upon. Universities
shape up the next generations and thus can help shape up new society (Ahmad, 2012).
Management education is remarked to be on its peak in India but pedagogy and delivery is
argued to be not as innovative as top international B-schools. Can Learning institutions offering
higher education go beyond the students driven community projects and drive Collaborative
social initiative being epicenter stimulating the social change in reference with developing
countries especially India? How do other stakeholders view Educational Institutions as epicenter
for collaborative social initiative? Which are the factors affecting positively towards this
collaboration and what could be seen as limitations? Can such initiatives be seen as competitive
advantage and how does it benefit Institute, Students and faculties?
Objectives:
The current research aimed at:
1. Study of unique features of Kumbhmela as one of the largest religious mega-event and
challenge of sanitation during this event
2. Thoughts and perceptions of stakeholders about collaborative social approach to social
development
3. Thoughts and perceptions of stakeholders towards the role of Educational Institute as an
epicenter driving collaborative social initiative
Experiential Case of implementation Mobile Biodigester toilets for Kumbhmela at Nashik,
India:
As responsible citizens, the team (2 Faculties and 6 students) from Symbiosis Institute of
Operations Management, Nashik, Maharashtra, India decided to contribute by implementing the
project termed as Shuddhi. Under this project the team decided to launch Mobile biodigester
toilets, which is innovative technology of Defense Research and Development Establishment,
Gwalior, a reputed National research organization for human bio-waste management during
Kumbhmela. The Institute collaborated with DRDE for technology application and quality
assurance. Simultaneously, Governmental authorities were approached for related coordination
and permissions related to the project. Corporates were approached for CSR funding considering
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importance of this social cause from the point of view of Kumbhmela Green initiative and
Swacch Bharat Abhiyaan (Clean India Campaign). The project was implemented with success
and toilets were made available for the service of devotees the inner parking areas used in
Kumbh. Toilets saw around 500 users per day per cluster and more than 2000 users on peak
shahi parvani days (Religious bathing dates of Kumbh). The project received lot of attention in
newspapers due to its novel exemplary Collaborative approach (Lokmat, 2015; Lokmat Times,
2015; Gaokari, 2015). Following research is carried out in relation to this experiential case with
the purpose of sharing the Learning’s’ in the form of current research and other researches to
follow.
Research Methodology:
With years the popularity of Qualitative type of researches have risen mainly because it is a
window to peep into person’s lives, experiences, behaviors, emotions (beyond observations of
the investigator) along with the organizational functioning, social movements and cultural
phenomena (Strauss & Corbin, 1998). Qualitative methods take holistic perspective and guiding
us into the complexities of human behavior basis being naturalistic enquiry delving into the
‘Whats’ (Strong, 1992; Krefting, 1991). As defined by Strauss and Corbin (1990) any kind of
research that produces findings not arrived at by means of statistical procedures or other means
of quantification is called as Qualitative Research. Quality of Qualitative research has been in
discussion and several researchers make observations about trustworthiness, rigor, reliability and
validity of qualitative research. Researcher’s job is to represent multiple realities revealed by
informants with deeper understandings rather than examining surface features (Krefting, 1991;
Johnson, 1995). Krefting (1991) and Golfshani (2003) have greatly contributed towards
trustworthiness and validity, reliability of qualitative research based on discussions by Lincoln
and Guba (1985): Truth value appearing first in given model, where the Researcher is confident
about the truth of findings, based on research design, informants, and contexts. External validity
is replaced by transferability in Qualitative research where researcher presents sufficient
descriptive data. Consistency is replaced by dependability where identified sources of variability
are put check on- like increasing insight of researcher, informant fatigue and change in
informant’s life situations. Lastly Neutrality of investigator is replaced by neutrality of data and
supported in turn by truth value and applicability. Some of the strategies used in the current
qualitative research to improve rigor/ trustworthiness are use of In-depth interview technique,
giving dense description of data as well as research methods, and particularly triangulation of
several data sources covering all the stakeholders involved in the experiential case of
implementation of Mobile biodigester toilets viz. Corporates (who supported as well as who did
not support), Governmental authorities from various departments and hierarchies, National
Research body (Technology inventor), Educationalists working closely with the project, most
importantly students who implemented the project. Consistency of data further ensured with
examination of raw data, data reduction products like key words and process notes. As rightly
described by Patton (2001) that Reliability in qualitative research is then the product of validity
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as is revealed by the measures of reliability in the current research, Cronbach alpha values for all
of the variables range from 0.65 to 0.9. The data was collected with the help of structured open-
response in-depth interview carried out with the help of interview schedule having open-ended
questions in set order with focus on factual information and general evaluative comments.
Responses were collected from 18 respondents representing different stakeholders in the Mobile
biodigester toilets Kumbhmela project.
Table 2 : Reliability
VAR
1
VAR
2
VAR
3
VAR
4
VAR
5
VAR
6
VAR
7
VAR
8
VAR
9
VAR
10
Cronbac
h's
Alpha if
Item
Deleted
0.704 0.7 0.7 0.866 0.817 0.704 0.69 0.688 0.802 0.883
VAR
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VAR
12
VAR
13
VAR
14
VAR
15
VAR
16
VAR
17
VAR
18
VAR
19
VAR
20
0.924 0.994 0.818 0.857 0.792 0.736 0.784 0.783 0.799 0.816
(Source: primary data)
Content Analysis:
Though contradictory views are presented by various researcher on triangulation of qualitative
research can be further strengthened with combination of qualitative and quantitative methods,
however, researches in 21st
century (70%) have been published with Content analysis (Barbour,
1998; Patton, 2001; Elo, 2008). Content analysis is systematic and objective means of describing
and quantifying phenomena by distilling words into fewer content related categories sharing
same meaning having concerns with meanings, intentions, consequences and context
(Krippendorff, 1980; Downe-Wamboldt, 1992; Sandelowski, 1995; Cavanagh, 1997; Elo, 2008).
An abstraction Process:
On the basis of vast thematic literature review about two main categories, Collaborative Social
Initiative and Kumbhmela, covered in the current research has been represented in the following
abstraction process:
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Fig 1: Collaborative Social Initiative: Abstraction process with word frequencies of sub
categories (Subcategories 1 & 3 applicable to only Corporate Stakeholders i.e. only 4
respondents)
(Source: Primary data)
As is evident in Fig 1 Abstraction developed for Collaborative Social initiative Alignment or
what we referred to Synchronization is important for CSR consideration by Corporates.
Collaboration is widely supported as Value over individualistic approach, seen as long term and
sustainable commitment, addressing socially stubborn challenge, with benefits in the form of
expertise, skills and resources of collaborators. Requirement of governments support for social
cause if necessary is not seen as supported, in fact corporates mentioned they choose social
causes to support which are otherwise neglected by Government. However, as Implementer and
not Researcher, Author experienced support from Corporates mainly because of relevance and
timing of National mission Swacch Bharat, legal binding of contribution of 2 % of profits to
CSR, and tax incentive in the form of 100% deduction of amount contributed towards Swacch
Bharat from taxable income. As is evident Educational partners are seen as Trustworthy, Socially
responsible bringing in blend of Research, Technical and managerial expertise along with
enthusiasm and energy of students. Social innovation is seen as a must but scaling up and
economy are seen as major challenges in adopting it on large scale.
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Fig 2 : Kumbhmela: Abstraction process with word frequencies of sub categories (All applicable
to only Governmental Stakeholders i.e. 4 respondents)
(Source: Primary Data)
As is evident in Fig. 2 most importantly Collaborative approach is seen more as necessity than as
an option, specially giving mention of Inter-departmental coordination, team work which is
attributed mainly success of Nashik Kumbhmela 2015. Green Kumbh initiatives were
consciously seen incorporated with lot of emphasis on Cleanliness (Roads, other City areas) as
well as proper and sufficient sanitation facility. This was achieved through detailed micro
planning and implementation with ready Plan B wherever required and brought to reality with
speed. Nashik Kumbhmela is seen as more challenging with Location for Kumbh in congested
interiors of the city.
Data Analytics:
The responses were shared back to Heads in respective Organizations and were asked to rate
response on the scale of 5 for each variable based on relevance. All the responses were then
collated stakeholder wise and further data was treated as quantitative data. Correlation
coefficient was calculated for all the vairables as is evident in table 3.
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Table 3: Correlation Coefficient Matrix
Correlation coefficient matrix drafted for 20 variables reveals degree of association amongst
related variables. Only the very strong (0.8-1.0) and strong correlations (0.6-0.79) have been
included for discussion.
Social cause in CSI is very strongly correlated with need for CSI, its, employee participation in
the cause, and challenges faced in such initiatives. Social cause and alignment with overall
corporate objective is strongly correlated with Social innovation and Sustainability of effort,
Educational Institutes as epicenters for CSI and Challenges in current project. Organizing of CSI
is perfectly correlated with challenges in CSI and CSI with Educational Institutes, very strongly
correlated with challenges in mega event and Sanitation challenge in particular. It is strongly
correlated with Benefits of CSI, Reasons for supporting current project, Sustainability in current
project and challenges in Social innovation. Need for CSI is very strongly correlated with Social
cause, Employees participation in CSI. It is strongly correlated with Key factors in CSI,
Kumbhmela mega event and its challenges. Benefits of CSI are very strongly correlated with
VAR1 VAR2 VAR3 VAR4 VAR5 VAR6 VAR7 VAR8 VAR9 VAR10 VAR11 VAR12 VAR13 VAR14 VAR15 VAR16 VAR17 VAR18 VAR19 VAR20
VAR1 0.404 0.823 0.872 0.891 0.295 0.836 0.083 0.364 0.182 0.693 0.742 0.328 0.469 0.029 0.796 0.194 0.133 0.615 0.155
VAR2 0.404 0.193 0.782 0.552 0.51 1 0.035 0.668 1 0.651 0.724 0.051 0.831 0.801 0.206 0.07 0.042 0.166 0.426
VAR3 0.823 0.193 0.176 0.944 0.756 0.4 0.444 0.481 0.509 0.303 0.587 0.676 0.73 0.047 0.218 0.55 0.563 0.584 0.015
VAR4 0.872 0.782 0.176 0.562 0.194 0.857 0.712 0.335 0.025 0.224 0.3 0.225 0.132 0.387 0.885 0.446 0.516 0.492 0.516
VAR5 0.891 0.552 0.944 0.562 0.127 0.025 0.844 0.054 0.775 0.163 0.574 0.24 0.127 0.408 0.231 0.476 0.327 0.169 0.426
VAR6 0.295 0.51 0.756 0.194 0.127 0.171 0.51 0.002 1 0.035 0.373 0.899 0.422 0.461 0.681 1 0.951 0.654 0.319
VAR7 0.836 1 0.4 0.857 0.025 0.171 0.813 0.518 0.097 0.112 0.088 0.89 0.471 0.85 0.454 0.821 0.971 0.446 0.18
VAR8 0.083 0.035 0.444 0.712 0.844 0.51 0.813 0.668 0.101 0.821 0.554 0.11 0.887 1 0.711 0.93 0.961 0.964 1
VAR9 0.364 0.668 0.481 0.335 0.054 0.002 0.518 0.668 0.698 0.016 0.608 0.31 0.671 0.408 0.841 0.867 0.853 0.903 1
VAR10 0.182 1 0.509 0.025 0.775 1 0.097 0.101 0.698 1 0.831 0.309 0.045 0.927 0.72 0.936 0.986 0.871 0.775
VAR11 0.693 0.651 0.303 0.224 0.163 0.035 0.112 0.821 0.016 1 0.414 0.93 0.855 0.718 0.832 0.704 0.834 0.758 0.496
VAR12 0.742 0.724 0.587 0.3 0.574 0.373 0.088 0.554 0.608 0.831 0.414 0.783 0.025 0.118 0.276 0.947 0.988 0.275 0.084
VAR13 0.328 0.051 0.676 0.225 0.24 0.899 0.89 0.11 0.31 0.309 0.93 0.783 0.003 0.191 0.03 0.008 0.003 0.016 0.759
VAR14 0.469 0.831 0.73 0.132 0.127 0.422 0.471 0.887 0.671 0.045 0.855 0.025 0.003 0.093 0.015 0.06 0.046 0.006 0.35
VAR15 0.029 0.801 0.047 0.387 0.408 0.461 0.85 1 0.408 0.927 0.718 0.118 0.191 0.093 0.044 0.081 0.074 0.1 0.801
VAR16 0.796 0.206 0.218 0.885 0.231 0.681 0.454 0.711 0.841 0.72 0.832 0.276 0.03 0.015 0.044 0 0 0 0.124
VAR17 0.194 0.07 0.55 0.446 0.476 1 0.821 0.93 0.867 0.936 0.704 0.947 0.008 0.06 0.081 0 0 0 0.205
VAR18 0.133 0.042 0.563 0.516 0.327 0.951 0.971 0.961 0.853 0.986 0.834 0.988 0.003 0.046 0.074 0 0 0 0.211
VAR19 0.615 0.166 0.584 0.492 0.169 0.654 0.446 0.964 0.903 0.871 0.758 0.275 0.016 0.006 0.1 0 0 0 0.197
VAR20 0.155 0.426 0.015 0.516 0.426 0.319 0.18 1 1 0.775 0.496 0.084 0.759 0.35 0.801 0.124 0.205 0.211 0.197
Correlations
Sig.(2-
tailed)
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Social cause, Challenges in CSI, Educational Institutes as epicenters in CSI. It is strongly
correlated with Organizing of CSI and Role of various stakeholders in CSI. Employee’s
participation in CSI is very strongly correlated with Social cause, organizing in CSI and Role of
various stakeholders in CSI. It is strongly correlated with Educational Institutes as epicenters in
CSI. Factors affecting CSI is very perfectly correlated with Educational Institutes as epicenters
in CSI, Learning’s from current project, and is strongly correlated with Kumbhmela mega event
and Social Responsibility generated as a result of this project. Challenges in CSI is seen as
perfectly correlated with Organizing in CSI, and very strongly correlated with Social cause,
Benefits of CSI, Role of stakeholders in CSI, Kumbhmela Mega event, Sanitation as challenge in
Kumbh, Learning’s and Social responsibility generated from current project. Role of
Stakeholders in CSI is perfectly correlated with Sanitation as challenge and Enablers in current
Project and very strongly correlated with Employees participation and Challenges in CSI,
Challenges in Social innovation and Mega events, Learning’s and Social responsibility generated
from current project, Challenges in current project. Reasons for supporting Project Shuddhi is
perfectly correlated with Enablers in current project and Very strongly correlated with
Educational centers as epicenters in CSI, Learning’s and Social responsibility generated from
current project, Challenges in current project. It is strongly correlated with Organizing in CSI,
Role of stakeholders in CSI, Educational Institutes as epicenters in CSI, Sustainability in current
project, and challenges in mega event. Educational Institutes as epicenters in CSI is perfectly
correlated with Organizing in CSI, Factors affecting CSI, Challenges in Social innovation and
very strongly correlated with Sustainability in current project, Sanitation as challenge in Kumbh,
Learning’s Social responsibility and challenges generated from current project. Challenges in
Social innovation is perfectly correlated with Educational Institutes as epicenters in CSI, and is
very strongly correlated with Role of stakeholders in CSI, Kumbh mega event and its challenges,
Educational Centers as epicenters in CSI and Social responsibility. Sustainability of current
project is seen as very strongly correlated with Educational Centers as epicenters in CSI,
Learning’s and Social responsibility generated in current project. It is strongly correlated with
Social cause, organizing in CSI, reasons to support current project and Kumbhmela mega event.
Kumbh as mega event is very strongly correlated with Factors affecting CSI, Challenges in CSI,
and Challenges in Social innovation. It is strongly correlated with Need of CSI, Sustainability of
current project post Kumbh and Enablers in Current project. Challenges in Mega event is very
strongly correlated with Organizing in CSI, Role of stakeholders in CSI and Challenges in Social
innovation. It is strongly correlated with Need of CSI and Reasons for supporting current project.
Sanitation as challenge is seen to be perfectly correlated with Role of stakeholders in CSI, and
very strongly correlated with Organizing in CSI, Challenges in CSI, Educational Centers as
epicenters in CSI, and Enablers in current project. It is strongly correlated with Social cause and
Challenges in Social innovation. Learning’s from current project is seen as perfectly correlated
with Factors affecting CSI. It is very strongly correlated with Challenges in CSI, Role of
stakeholders in CSI, Reasons to support current project, Educational Centers as epicenters in CSI
and Sustainability of current project post Kumbh and strongly correlated with Challenges in
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Social innovation. Social responsibility generated as result of current project is very strongly
correlated with Factors affecting CSI, Challenges in CSI, Role of stakeholders in CSI, Reasons
to support current project, Educational Centers as epicenters in CSI, Challenges in Social
innovation and Sustainability of current project post Kumbh. Challenges in current project are
very strongly correlated with Role of stakeholders in CSI, Reasons to support current project,
Educational Centers as epicenters in CSI and is strongly correlated with Social cause, Factors
affecting CSI and Challenges in Social innovation. Enablers for current project are perfectly
correlated with Role of stakeholders in CSI, Reasons to support current project and is very
strongly correlated with Sanitation as challenge in Kumbh. It is strongly correlated with
Educational Centers as epicenters in CSI and Kumbhmela mega event.
Table 4: Regression Analysis
Coefficients
Model P VIF
R Square Std. Error Beta
(Constant) .501 .000 .02 1
VAR1 .74 .000 .050 .03 1
VAR2 .321 .000 .071 .05 1
VAR3 .012 .000 .285 .07 1
VAR5 .124 .000 .064 .02 1
VAR6 .521 .000 .041 .08 1
VAR7 .549 .000 .377 .002 1
VAR8 .732 .000 .302 .05 1
VAR10 .894 .000 .619 .04 1
VAR11 .653 .000 .213 .06 1
VAR12 .594 .000 .239 .004 1
VAR13 .851 .000 .737 .04 1
VAR15 .930 .000 .109 .04 1
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VAR16 .873 .000 .242 .04 1
VAR17 .805 .000 .021 .128 1
VAR18 .806 .000 .211 .04 1
VAR19 .741 .000 .461 .06 1
VAR20 .648 .000 .574 .031 1
Regression analysis was applied for deeper analysis. R square values are indication of degree of
contribution of Variable to overall objective. Standard errors as can be noted are 0, thus inferring
statistically significant relationships with no deviation between expected and extracted values.
Beta values are seen less than 1, thus data can be further processed for statistical analysis. P
values below 0.05 are taken for further consideration being statistically significant as per law of
researchers. In case of p values above 0.05 have been rejected from hypothesis.
Discussions:
The literature review formed basis for drawing the structured open- response interview
schedules and as is evident from regression analysis, the in-depth interviews conducted for
various stakeholders related to experiential case almost equivocally agree the need for
Collaborative Social initiative for successful Kumbhmela and in particular Green Kumbh
efforts. Mutual understanding or fitment of organizations (collaborators) will determine
success of Collaborative Social Enterprise. Mutual understanding requires firm foundation of
trust, alignment in objectives and values. Some of the statements from responses which
exemplify this are:
Successful conduction of Kumbhmela megaevent is like pullying Lord Jagannath’s chariot, alone
it’s not possible for government, all of the stakeholders need to come together for success of
Kumbh and green initiatives to set example of model Kumbh…….
Mr. Mahesh Patil, Dy. Collector, Nashik.
High court directive in response to public interest litigation won in favour of river Godavari was
seen as an opportunity to intensify Green efforts during Kumbhmela. Divisional Commissioner
office with intense personal involvement of top management seta a plan and identified the
stakeholders like governmental departments as well as Corporates, NGO’s and Educational
Institutes who would take responsibility of Green efforts as per their choice and capacity………
Mr. Prakash Waghmode, Asstt Div. Comm., Head PR, Divisional Commissioner Office, Nashik.
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Collaboration is certainly preferred approach for CSR initiatives with Trustworthy and Expert
partners at Mahindra & Mahindra.
Col. C. N. Banerjee, DGM- Admin & Infrastructure, Mahindra & Mahindra Ltd, Nashik.
Collaborative Social initiative will help improve the pace of Social change we desire………
Mr. Kedar Sapre, Plant Head, Coca-Cola Beverages Pvt. Ltd., Nashik
Collaboration with Educational Institutes, NGO’s for CSR activities we see as good practice at
BOSCH…
Mr. S. B. Karkhanis, Head- CSR & Deployment of Business Excellence, BOSCH Ltd., Nashik.
Collaborative approach is very necessary as the targets are huge to accomplish and every entity
right from corporate to educational institutes to individuals can contribute significantly.
Mr. Biswadip Bardhan, MBA-II Student, Core team, Project Shuddhi, SIOM.
Educational Institutes are seen as not only preferred partners but positively as epicenters in
Collaborative Social Enterprise because of its trustworthiness, Expertise and Enthusiasm &
energy brought by students. What is needed is creative action and not just plans as in evident
in current experiential case.
We found Symbiosis and its team a fit partner for collaboration with ideologies and approaches
common to both organizations, thus, making it successful venture.
Dr. Venkatraman, Head- CSR & Admin, Bhaktivedanta Hospital & Research Centre, Mumbai
(Funders for Project Shuddhi)
Educational Institutes have huge untapped power of Students. Students from Municipal
Corporation schools themselves sewed 5 lacs of cloth bags and distributed these bags during
Kumbh. 7 lacs trees were planted on same day by all stakeholders majority being students…..
Mr. Prakash Waghmode, Asstt Div. Comm., Head PR, Divisional Commissioner Office, Nashik.
The Shuddhi project is an example set by Symbiosis to all Educational Institutes which will
surely motivate others towards Collaborative Social initiatives. Students have tremendous
potential, through them we can reach majority of population and deeply influence parents…..
Mr. Mahesh Patil, Dy. Collector, Nashik.
As exemplified through Project Shuddhi, Educational Institutes have knowledge of technologies
and research acumen; certainly for holistic and fast social development in India we need these
technologies at cheaper cost…. Public Awareness apart from building toilets is must for
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improved standards of Sanitation; Educational Institutes can contribute greatly here too being
socially responsible citizens…
Mr. Jeevan Sonwaney, Additional Commissioner, Nashik Municipal Corporation, Nashik.
Certainly Corporates share a comfort level working with Educational Institutes even as compared
to NGO’s…
Mr. Kedar Sapre, Plant Head, Coca-Cola Beverages Pvt. Ltd., Nashik
Educational Institutes are always seen as trusted expert partners with tremendous power of
young generation....
Col. C. N. Banerjee, DGM- Admin & Infrastructure, Mahindra & Mahindra Ltd, Nashik.
We appreciate Symbiosis for Collaborative Social Initiative as Project Shuddhi and its successful
implementation for Kumbhmela. It’s not their core business but they are going out of the way to
contribute. According to me scaling up of this project is very important post Kumbh.
Mr. S. B. Karkhanis, Head- CSR & Deployment of Business Excellence, BOSCH Ltd., Nashik.
When educational institutes take charge of initiatives like this they can inspire not just the
current generations of the country but also the generations to come. They have the best access to
the power of youth. Providing the youth with the required direction and channel, they can
inculcate the values in the youth as well as improve the society alongside.
Mr. Mukul Verma, MBA-II Student, Core team, Project Shuddhi, SIOM.
Educational Institutes since ages are being looked upon to generate good human beings and great
leaders for the society. Great leaders who brought changes in society of present and previous
generations were either themselves involved or have strongly facilitated educational institutions’
involvement in bringing social changes all over the world.
Mr. Palash Vyas, MBA-II Student, Core team, Project Shuddhi, SIOM.
Social Innovations are seen as need of the hour from some of the above statements, however,
DRDE authority states:
These Social innovations & technologies have to reach the end users, Slums dwellers, villagers at
an affordable price. For successful adoption even bringing in awareness is a must…
Dr V. Vasudevan, Scientist 'C', Division of Biotech, DRDE, Gwalior.
Applying the concept of service learning in experiential case of Project Shuddhi students
remarked their societal orientation in following words:
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The deeper you get into a social cause, the more aware & responsible you become towards
society.
This initiative helped me to understand the problems that people face at the ground level.
…..It also made me aware of my social responsibilities being an educated citizen and inspired to
continue doing something or other on my part for society…….My learning from Project mentor -
was if you believe and are convinced to help change the society you can do it.
I always use to take Societal issues lightly……After understanding its necessity I urge to change
my perception and view these things in different way.
It made me empathetic towards Human beings……
Core team, Project Shuddhi, SIOM.
Conclusions:
Nashik Kumbhmela 2015 is remarked to be model Kumbhmela with collaborative approach –
inter-departmental coordination team work as well as other stakeholders like Corporates,
Educational Institutes and NGO’s making conscious efforts towards Green Kumbh and Swacch
Bharat (Clean India). Collaborative Social Initiatives as observed in experiential case of Project
Shuddhi and various Green Kumbh initiatives are seen as necessary approach for increasing pace
of Social development in India by all the stakeholders. Educational Institutes certainly are seen
as Trustworthy, genuine, expert partners with huge energy, enthusiasm-potential of students, the
young generation. Students involved in the current project almost equivocally have responded
strongly in favor of this service learning experience which will have lifelong impressions of
Social responsibility irrespective of the professions they choose. Learning institutes offering
higher education can also fight competition better with this innovative, powerful pedagogy
delivering valuable life changing experiences and experiential entrepreneurial orientation. It can
serve as one more P added to traditional 7P’s of Marketing Mix for Higher Educational
Institutions being Projects (Mishra et.al., 2015; Abou-Warda S., 2015; Hladchenko, 2015; Ivy,
2008). Definitely, benefits weigh over the cost or challenges faced in Collaborative Social
approach to Social development resulting into win-win situation for all the stakeholders. With
limitation of generalizability, authors look forward to carrying out larger qualitative, quantitative
and longitudinal studies in this subject for getting more insights into the interesting phenomena
of Collaborative Social Initiatives with Educational Institutes as epicenters for driving Social
development.
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Table 1: Literature Review Summary for Collaborative Social Enterprise
Sr. No. Title of Res Paper Authors Contributions
1 Collaboration as a
Pathway for
Sustainability
Lozano (2007) With Game theory proposes collective behaviors offer better
results than individualistic behaviors for Sustainable
Economies
2 Corporate-NGO
Collaboration: Co-
creating
New Business Models
for Developing
Markets
Dahan, Doh,
Oetzel, and
Yaziji (2010)
Cross -sector Collaborative approach for creating value,
emphasizing importance of innovative combinations of firm
and NGO resources and skills; trust-building, fit -two
organizations’ goals; and supporting and understanding the
social business infrastructure and environment.
3 Addressing
Stakeholders and
Better Contributing to
Sustainability through
Game Theory
Lozano (2011) Corporate responsibilities and the role that collaboration has in
moving towards sustainability taking into consideration
current interactions with different stakeholders and planning
for the future.
4 The Role of
Collaborative
Innovation
in Trade Facilitation
Brennan,
O’Dwyer, and
O’Riordan
(2010)
An Irish social entrepreneurship group built collaborative
innovation across multi-stakeholders, including the Ethiopian
Government, EU and Ethiopian Customs, Ethiopian exporters
and EU importers and Trade Facilitate Ltd (TF), a European-
based private company. Extraordinary benefits accrued for all
the stakeholders such as significant efficiency and other
positive outcomes.
5 ‘Design Beyond
Borders’: International
Collaborative Projects
as a Mechanism
to Integrate Social
Sustainability Into
Student Design
Practice
McMahon and
Bhamra
(2012)
Paper very critically brings out the importance of international
collaborative projects at undergraduate level. It demonstrates
with the help of Participatory Action Research methodology
this experiential learning can help develop skills that improve
understanding of Social sustainability in design education.
6 Stimulating Learning
About Social
Entrepreneurship
Through Income
Generation Projects
Ching Chang,
Benamraoui
and
Rieple (2014)
The use of income generation projects as an Innovative
pedagogic method to assess students’ learning about social
enterprises and how it improve students’ understanding about
social entrepreneurship.
7 Social
Entrepreneurship In
Croatia: Do Regional
Disparities Influence
Young People’s
Perception Of Social
Entrepreneurship As A
Potential Career Path?
Perić and
Delić (2014)
Better life in society requires engagement of all actors of the
society. Personal readiness in youth was studied considering
importance of energy and potential of youth in this
development process
8 Social
Entrepreneurship in
Cross-Sectoral
Collaborations
Promoting Energy
Efficiency
Zeitzmann,
Jay,
Wokutch, and
Johansen
(2014)
Collaborative Social Entrepreneurship particularly cross-
sectoral collaboration to overcome failures in Sustainable
development. Challenges resolved critically with policy
advocacy in addition to service delivery.
9 Social
Entrepreneurship:
Why We Don’t Need a
New Theory and How
We Move Forward
From Here
Dacin, M.
Dacin, and
Matear (2010)
Paper is an exhaustive Literature Reviw for Social
Entrepreneurship starting with definition, insights from
existing theories inherent in conventional, cultural, and
institutional
entrepreneurship frameworks to integration of these insights
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Table 2 : Reliability
VAR
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VAR
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VAR
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VAR
4
VAR
5
VAR
6
VAR
7
VAR
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VAR
9
VAR
10
Cronbac
h's
Alpha if
Item
Deleted
0.704 0.7 0.7 0.866 0.817 0.704 0.69 0.688 0.802 0.883
VAR
11
VAR
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VAR
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VAR
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VAR
15
VAR
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VAR
17
VAR
18
VAR
19
VAR
20
0.924 0.994 0.818 0.857 0.792 0.736 0.784 0.783 0.799 0.816
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Table 3: Correlation Coefficient Matrix
VAR1 VAR2 VAR3 VAR4 VAR5 VAR6 VAR7 VAR8 VAR9 VAR10 VAR11 VAR12 VAR13 VAR14 VAR15 VAR16 VAR17 VAR18 VAR19 VAR20
VAR1 0.404 0.823 0.872 0.891 0.295 0.836 0.083 0.364 0.182 0.693 0.742 0.328 0.469 0.029 0.796 0.194 0.133 0.615 0.155
VAR2 0.404 0.193 0.782 0.552 0.51 1 0.035 0.668 1 0.651 0.724 0.051 0.831 0.801 0.206 0.07 0.042 0.166 0.426
VAR3 0.823 0.193 0.176 0.944 0.756 0.4 0.444 0.481 0.509 0.303 0.587 0.676 0.73 0.047 0.218 0.55 0.563 0.584 0.015
VAR4 0.872 0.782 0.176 0.562 0.194 0.857 0.712 0.335 0.025 0.224 0.3 0.225 0.132 0.387 0.885 0.446 0.516 0.492 0.516
VAR5 0.891 0.552 0.944 0.562 0.127 0.025 0.844 0.054 0.775 0.163 0.574 0.24 0.127 0.408 0.231 0.476 0.327 0.169 0.426
VAR6 0.295 0.51 0.756 0.194 0.127 0.171 0.51 0.002 1 0.035 0.373 0.899 0.422 0.461 0.681 1 0.951 0.654 0.319
VAR7 0.836 1 0.4 0.857 0.025 0.171 0.813 0.518 0.097 0.112 0.088 0.89 0.471 0.85 0.454 0.821 0.971 0.446 0.18
VAR8 0.083 0.035 0.444 0.712 0.844 0.51 0.813 0.668 0.101 0.821 0.554 0.11 0.887 1 0.711 0.93 0.961 0.964 1
VAR9 0.364 0.668 0.481 0.335 0.054 0.002 0.518 0.668 0.698 0.016 0.608 0.31 0.671 0.408 0.841 0.867 0.853 0.903 1
VAR10 0.182 1 0.509 0.025 0.775 1 0.097 0.101 0.698 1 0.831 0.309 0.045 0.927 0.72 0.936 0.986 0.871 0.775
VAR11 0.693 0.651 0.303 0.224 0.163 0.035 0.112 0.821 0.016 1 0.414 0.93 0.855 0.718 0.832 0.704 0.834 0.758 0.496
VAR12 0.742 0.724 0.587 0.3 0.574 0.373 0.088 0.554 0.608 0.831 0.414 0.783 0.025 0.118 0.276 0.947 0.988 0.275 0.084
VAR13 0.328 0.051 0.676 0.225 0.24 0.899 0.89 0.11 0.31 0.309 0.93 0.783 0.003 0.191 0.03 0.008 0.003 0.016 0.759
VAR14 0.469 0.831 0.73 0.132 0.127 0.422 0.471 0.887 0.671 0.045 0.855 0.025 0.003 0.093 0.015 0.06 0.046 0.006 0.35
VAR15 0.029 0.801 0.047 0.387 0.408 0.461 0.85 1 0.408 0.927 0.718 0.118 0.191 0.093 0.044 0.081 0.074 0.1 0.801
VAR16 0.796 0.206 0.218 0.885 0.231 0.681 0.454 0.711 0.841 0.72 0.832 0.276 0.03 0.015 0.044 0 0 0 0.124
VAR17 0.194 0.07 0.55 0.446 0.476 1 0.821 0.93 0.867 0.936 0.704 0.947 0.008 0.06 0.081 0 0 0 0.205
VAR18 0.133 0.042 0.563 0.516 0.327 0.951 0.971 0.961 0.853 0.986 0.834 0.988 0.003 0.046 0.074 0 0 0 0.211
VAR19 0.615 0.166 0.584 0.492 0.169 0.654 0.446 0.964 0.903 0.871 0.758 0.275 0.016 0.006 0.1 0 0 0 0.197
VAR20 0.155 0.426 0.015 0.516 0.426 0.319 0.18 1 1 0.775 0.496 0.084 0.759 0.35 0.801 0.124 0.205 0.211 0.197
Correlations
Sig.(2-
tailed)
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Table 4: Regression Analysis
Coefficients
Model P VIF
R Square Std. Error Beta
(Constant) .501 .000 .02 1
VAR1 .74 .000 .050 .03 1
VAR2 .321 .000 .071 .05 1
VAR3 .012 .000 .285 .07 1
VAR5 .124 .000 .064 .02 1
VAR6 .521 .000 .041 .08 1
VAR7 .549 .000 .377 .002 1
VAR8 .732 .000 .302 .05 1
VAR10 .894 .000 .619 .04 1
VAR11 .653 .000 .213 .06 1
VAR12 .594 .000 .239 .004 1
VAR13 .851 .000 .737 .04 1
VAR15 .930 .000 .109 .04 1
VAR16 .873 .000 .242 .04 1
VAR17 .805 .000 .021 .128 1
VAR18 .806 .000 .211 .04 1
VAR19 .741 .000 .461 .06 1
VAR20 .648 .000 .574 .031 1
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Fig 1: Collaborative Social Initiative: Abstraction process with word frequencies of sub
categories (Subcategories 1 & 3 applicable to only Corporate Stakeholders i.e. only 4
respondents)
(Source: Primary data)
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Fig 2 : Kumbhmela: Abstraction process with word frequencies of sub categories (All applicable
to only Governmental Stakeholders i.e. 4 respondents)
(Source: Primary Data)
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