Table 1
Analytical framework developed through a review of key factors identified in the literature related to the success of community-based enterprises.
| Main features of community-based enterprises | Factors increasing chances for success | Challenges |
| Holistic Vision, Mission and Values | Strong connections with land and traditions, and shared values strengthening cultural practice and collective memory, long-term holistic goals (Anderson et al. 2006; Cornell 2006) | Institutionalized vision and goals, independent of politics (Cornell et al. 2004) |
| Institutions, Governing and Managerial Structures | Governing institutions emerged from culture and traditions and have genuine decision-making, institutional bodies exercising “de facto” sovereignty, bodies overseeing nations’ political issues and long-term goals without interfering with management tasks (Cornell and Kalt 1992; Cornell and Kalt 1998; Cornell et al. 2004; Cornell 2006); | Establishing culturally harmonized bodies (Cornell and Kalt 1992; Cornell et al. 2004); establishing effective self-governance mechanisms, including accountability measures, achieving internal and external legitimacy (Cornell and Kalt 1998; Cornell et al. 2004) |
| Skillful management supported by visionary indigenous institutions (Cornell and Kalt 1998); Effective accountability measures (Cornell et al. 2004; Cornell 2006) | Separating politics from administration, establishing effective accountability measures (Cornell et al. 2004; Cornell 2006); developing human resources capabilities (Cornell and Kalt 1992) | |
| Culturally supported standards to moderate peoples’ behaviour (Cornell and Kalt 1992); Clear, agreed upon verbal or written set of laws or constitutions (Cornell et al. 2004) | Establishing effective institutions of governance (Cornell et al. 2004) | |
| Capitals and Capacity building | Partial or total jurisdiction over land and/or resources, material capital, skilful workforce increases chances for success; important to develop market relations, the ability to establish legitimate institutional structures and acquire external financial support (Cornell and Kalt 1992) | Diversification of sources of funding, reaching new or established markets, ongoing training; improvement of workforce skills (Cornell and Kalt 1992) |
| Regulatory Framework | Increased legitimacy attracting investors and public and/or private funding (Cornell and Kalt 1992) | Influencing policy to more effectively support indigenous development, developing relations with investors (Cornell and Kalt 1992) |
| Regulatory framework influenced by internal and external legitimacy, practical sovereignty and effective governing institutions (Cornell and Kalt 1992) | Establishing competent bureaucracies, dividing nations’ political matters from entrepreneurial endeavours (Cornell and Kalt 1998) | |
| Land and Resource Tenure | Jurisdiction and control over land and resources increases chances for economic success (Cornell and Kalt 1998) | Acquiring legal jurisdiction (Cornell and Kalt 1998); establishing legitimate land and resource use and management rules (Ostrom et al. 1999) |
| Informed Leadership | Having a “strategic orientation”, good leadership an asset for good institutional performance (Cornell et al. 2004) | Indigenous leadership (Cornell et al. 2004); establishing internal and external legitimacy (Cornell and Kalt 1998) |