Choose two questions only out of the four (6-9) to answer with an explaination.

mainly for funding the employee training programs. Such investors provide low-cost risk capital for mission-oriented entrepreneurs to innovate market-oriented solutions that also address poverty. Moving away from the social mission of the organization would challenge the current funding model and would further expose Servlmpact to the already intense client competition for cost and quality in global business services. Advanced case study questions related select 2 6 To what extent could ISSPs, such as Servimpact, benefit from becoming a subcon- tractor to larger domestic mainstream service providers as an alternative to trying to serve global clients directly? In turn, to what extent could mainstream service providers, such as Infosys or Accenture, benefit from subcontracting with an ISSP? 7 Who are the main stakeholders of Servimpact? What can we learn from this case in terms of how hybrid organizations manage organizational identities over time within complex stakeholder constellations? 8 To what extent is Servimpact's community engagement an example of "creating shared value (CSV) vs. conventional corporate social responsibility (CSR) (Porter & Kramer, 2011)? How might Servimpact's CSV vs. CSR orientation change over time? 9 How could Servimpact be the starting point for developing a knowledge services clus- ter in West Bengal? What would be the important next steps for cluster development? -- mainly for funding the employee training programs. Such investors provide low-cost risk capital for mission-oriented entrepreneurs to innovate market-oriented solutions that also address poverty. Moving away from the social mission of the organization would challenge the current funding model and would further expose Servlmpact to the already intense client competition for cost and quality in global business services. Advanced case study questions related select 2 6 To what extent could ISSPs, such as Servimpact, benefit from becoming a subcon- tractor to larger domestic mainstream service providers as an alternative to trying to serve global clients directly? In turn, to what extent could mainstream service providers, such as Infosys or Accenture, benefit from subcontracting with an ISSP? 7 Who are the main stakeholders of Servimpact? What can we learn from this case in terms of how hybrid organizations manage organizational identities over time within complex stakeholder constellations? 8 To what extent is Servimpact's community engagement an example of "creating shared value (CSV) vs. conventional corporate social responsibility (CSR) (Porter & Kramer, 2011)? How might Servimpact's CSV vs. CSR orientation change over time? 9 How could Servimpact be the starting point for developing a knowledge services clus- ter in West Bengal? What would be the important next steps for cluster development