Social Innovation and Scaling Applied to Cancer Control: MAKNA The Social Entrepreneurship Case Study

Abstract

Background: Cancer is one of the most pressing social issues within the contemporary world, affecting all segments of the global population, however despite its importance, the research literature in regard to social entrepreneurship and social innovation within the field of cancer control is scarce. Aim: Because of this reason, the researcher decided to develop his Master Thesis in Social Entrepreneurship and Management at Roskilde University through a case study research focused on the characteristics and dynamics of social innovation and scaling when applied within the context of cancer control activities, with a particular focus on resource generation and fund raising. The Majlis Kanser Nasional (National Cancer Council; MAKNA) is an organization that since 1995 is dedicated to the task of preventing, treating and reducing the burden of cancer among the most vulnerable populations, first in Malaysia and since 2011 also in Vietnam. Currently MAKNA benefits more than 10,000 cancer patients every year based on a structure of near 200 employees and 400 active volunteers. The organization has constantly figured out ways to keep innovating by expanding its pool of programs and benefits, additionally its distinctive approach combining both charity fund raising and social enterprise operations to ensure a diversified and sustainable resource generation model, makes MAKNA a worthy subject of study. Methods: For this study, the researcher have chosen to follow a phenomenological - hermeneutic approach applying a mixed method research based on interviews, participant observations and document analysis. All this based on a theoretical framework building on the model proposed by Johanna Mair and Christian Seelos from Stanford University in “Innovation and Scaling for Impact” (2017) regarding social entrepreneurship, social innovation and scaling as well complementary notions from diverse authors regarding the concepts of hybridity and cross-sector partnerships. The study took place between June 2017 and March 2018 in Malaysia and Vietnam, including 20 interviews with employees, volunteers, patients, partners and other stakeholders. Additionally it comprises 6 participant observation of the organizations activities and the analysis of over 50 different documents and reports. Results: Based on the already mentioned concepts and the gathered data, the researcher conducts a discussive analysis on the evolution of the organizations different resource generation strategies over time, developing a set of conclusions and future perspectives within the framework of social entrepreneurship and social innovation. Conclusion: The organization has constantly figured out ways to keep innovating by expanding its pool of programs and benefits, additionally its distinctive approach combining both charity fund raising and social enterprise operations to ensure a diversified and sustainable resource generation model, makes MAKNA a worthy subject of study.