How social entrepreneurship can be useful in long-term recovery following disasters

Purpose - This paper supports the call for using a separate research stream for long-term recovery vs disaster relief in humanitarian studies. The purpose of this paper is to highlight the thematic shift towards service operations during this developmental phase and explores the role of social entrepreneurial organizations. It builds from the literature on service operations management and social entrepreneurship to promote theory in humanitarian operations management. Design/methodology/approach - This exploratory study uses literature concepts and field data from multiple development case studies of social entrepreneurial organizations and social enterprises in Africa and the Middle East to analyze service operations. Findings - Clear contributions to the role of social entrepreneurship in providing humanitarian and development services were identified and categorized according to service operations management stages. Practical implications - This paper has important practical implications. The positioning of social entrepreneurial organizations as humanitarian service providers would open opportunities for new collaborations between donors and social organizations. Mainstream NGOs dominate the scene of servicing local communities; leaving aside social entrepreneurial organizations with substantial room for innovation that they might bring to the sector. In addition, social entrepreneurial organizations' ability to build business models and design sustainability and scalability aspects for their operations may bring long-term development to impoverished communities. Global NGOs as well as government actors who carry out the first three stages of humanitarian operations could plan on working with (or even help creating) social entrepreneurial organizations to help with long-term recovery. Originality/value - This study examines the implications of two bodies of literature; service operations management and social entrepreneurship on humanitarian operations management research. It concludes with a conceptual framework emphasizing the contributions of social entrepreneurship in planning, development, delivery, and distribution of services in the long-term recovery humanitarian and development operations.