Social entrepreneurship: Cases from developing countries

This paper discusses the role of social entrepreneurship in developing countries. It demonstrates how organisations use entrepreneurial concepts in alleviating social problems by creating social value. Utilising comparative case study analysis and a bounded multi-dimensional model, the study focuses on organizations from India and Kenya. The findings suggest that, for social organizations in developing countries, social value is created through innovation and proactiveness of these organizations. Additionally, these organizations had environmental constraints impacting on their sustainability. The findings also revealed factors that were not represented in the model, such as successful networks and partnerships. Conclusions, highlighting policy recommendations and further research are made