Crafting Alliances Between A Mexican Agribusiness And The Base Of The Pyramid: An Action Research Into Strategizing By Sergio Quinones-Romandia May 2016 Committee Chair: Lars Mathiassen Major Academic Unit: J. Mack Robinson College of Business More than 4 billion people in the world face hunger every day. In addition to this imperative shortcoming, the world’s poor confront other side effects of poverty as well, including violence, forced mobility, lack of access to education and early death. In a globalized world where capitalism has become the prevailing economic ideology, alleviating poverty can no longer be the exclusive responsibility of governments, richer nations, and non-governmental organizations (NGOs). Today, the private sector must also “take the torch” and contribute to easing the suffering of more than half the world’s population. The Base of the Pyramid (BOP) strategy is an important opportunity for the world’s private sector to create new business opportunities while at the same time helping address and alleviate poverty. However, while the literature describes several study cases, we still have limited knowledge about the process through which managers engage in BOP strategizing. Against this backdrop, this dissertation provides a detailed account of how a Mexican agribusiness: Agroservicios Nacionales, SAPI de CV (ANSA) developed and implemented a BOP strategy to co-create value with its distributors and poor corn farmers. Our Georgia State University (GSU) research team combined Dynamic Capability Theory (DCT) and Option-Driven Strategizing (ODS) and adopted action research to establish close collaboration among the firm’s top directors, a select group of its managers, designated local distributors, and our researcher team members. This dissertation presents a detailed account of the strategizing process, how AgroEstacion was conceived, how it was implemented, and the outcomes and experiences of the overall process. I also discuss the challenges our team faced, how they were resolved, and the opportunities that emerged from the strategizing process. Finally, I describe an Integrated Model that firms can use to strategize BOP opportunities in a way that benefits both their business and the surrounding society. This dissertation also represents the challenges of utilizing DCT in a practical case, following the suggestions of several authors as Teece, Pisano, Shuen, Zollo, Winters and others, from major works of writing that encourage researchers to take this theory into a more aggregate system and apply it in a practical case.

Small businesses provide 48% of private-sector jobs in the United States and play a vital role in the country's economic growth and development. Only half of U.S. small businesses survive for longer than 5 years. The purpose of this qualitative multiple-case study was to explore sustainability strategies managers of small oilfield service companies used to sustain their business for longer than 5 years. Data were collected from semistructured interviews with 10 managers--one manager from each of 10 different oilfield service companies located in the Rocky Mountain region of the United States and from review of publicly available documents and archived records. The conceptual framework for this study was the dynamic capability theory. Data analysis was conducted using Yin's 5-step data analysis process and methodological triangulation. Four themes emerged from the study: networking or relationship strategies, financial planning strategies, differentiation strategies, and education and experience strategies. The implications of this study for positive social change include the potential for small business managers to use these findings to develop strategies for profitability and sustainability resulting in job creation, poverty reduction, and socioeconomic development.