Organisational ambidexterity and sustainable value co-creation in a social enterprise: The case of Social Bite

This case focuses on the concept of organisational ambidexterity, its relevance to social entrepreneurs, and its contribution to sustainable value co-creation. It examines how social enterprises must adapt to newly emerging challenges while simultaneously delivering upon their core mission. A Chief Executive Officer recalls how he reacted swiftly to capitalise upon unanticipated opportunities without being deflected from vital routine operations. He was successful in significantly raising the profile – and consequently the economic and social sustainability – of his social enterprise by harnessing a sudden Public Relations opportunity. The case considers how organisational ambidexterity and ‘agility’ can contribute to social entrepreneurship. The concept is explored in the context of Social Bite, an Edinburgh-based social enterprise which provides housing, employment, food, and support to individuals facing homelessness. Finally, the case also considers the relationship between organisational ambidexterity and sustainable value co-creation.