Analytic hierarchy process analysis for choosing a corporate social entrepreneurship strategy

After conducting an extensive analysis of both the specialised literature and practice and identifying three types of corporate social entrepreneurship in my PhD thesis titled “Corporate social entrepreneurship - the new paradigm of reshaping and rethinking business”, I decided to determine which of the three approaches is mostly suited for the Romanian market. The three types of corporate social entrepreneurship: corporate social entrepreneurship as local development tool, corporate social entrepreneurship as market development tool, and corporate social entrepreneurship as transformational innovation tool were organised as the alternatives of a carefully constructed hierarchy having as criteria: return on investment (which does not necessarily refer to the money that the company invests in the strategy; the term is derived from sustainability and scalability), degree of novelty, pre-entry knowledge and interest in solving the communities’ social problems. The questionnaire constructed based on the hierarchy using analytic hierarchy processes was distributed to experts (business developers) coming from the following industries or sectors: beverages, IT, banking, furniture, and automotive. The research reveals which is the approach most likely to be employed by Romanian business developers. The results may be inferred to the sum of businesses represented by the expert business developers who were part of the research