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Social enterprises seek critical resources to fulfill their mission in a defined domain of action. However, this quest also constitutes a distraction that complicates the operations of any social enterprise. By analyzing the logic of control versus the logic of empowerment for operating scenarios in South Africa, we examine the process trade-offs that enhance or limit social impact. Our findings prioritize efficiency in resolving process trade-offs, since the focus on value creation diminishes the replenishment cycle for value capture. We propose that value chain processes be controlled to the extent that the enterprise acts as a custodian of community empowerment for its target beneficiaries.

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Journal of Social Entrepreneurship