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To Control or Not Control: A Coordination Perspective to Scaling

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Abstract

In this chapter, we assess the link between scaling, control and organizational achievements. We argue that control is essential to coordinate organizational members towards a common and shared goal and to provide guardrails for scaling. We use the experience of the Aravind Eye Care System, a non-profit organization based in India providing eye care services to poor people to specify the mechanisms employed by Aravind underpinning three popular organizational scaling modes—branching, affiliation and dissemination. Our objective is to show how control and scaling can be combined in order to protect the value base of a social enterprise and at the same time ensure growth.

Sezgi, F., & Mair, J. (2010). To control or not control: A coordination perspective to scaling. In G. Dees, P. Bloom, & E. Skloot (Eds.), Scaling social impact -- New directions in research (pp. 34–60). New York: Palgrave Macmillan.

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Notes

  1. 1.

    Hereinafter referred to as Aravind.

  2. 2.

    Source: Aravind Eye Care System Activity Report (2008–2009).

  3. 3.

    http://www.who.int/mediacentre/factsheets/fs282/en/index.html (last accessed 22 October 2009).

  4. 4.

    See www.aravind.org.

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Correspondence to Funda Sezgi .

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Sezgi, F., Mair, J. (2021). To Control or Not Control: A Coordination Perspective to Scaling. In: Bali Swain, R., Sweet, S. (eds) Sustainable Consumption and Production, Volume II. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-55285-5_15

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  • DOI: https://doi.org/10.1007/978-3-030-55285-5_15

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