ABSTRACT
Social entrepreneurship (SE) literature is in search of new themes for theorisation. This demands longitudinal studies to establish the critical knowledge gap(s). This case study is an attempt to get deeper insights about the social enterprise business model using a narrative approach. This is also about developing a theoretical basis on social entrepreneurial decision making and to know whether or not social entrepreneurs consider the available opportunities or create newer opportunity to solve problems or adopt a hybrid of both. While the ‘hybrid’ is re-established in this study, it also proposes a longitudinal study with multiple entrepreneurs. The roles played by the protagonist Dr Madhav Sathe as strategic thinker and planner and the implementation team are clearly explained, but the association of other stakeholders is to be established in future research. The other relevant future research question is related to the decision-making process adopted by the social entrepreneurs. In this case study, learning by the social entrepreneur is also mapped.
