Unintended consequences of scaling social impact through organizational growth strategy in social enterprises

Social enterprises are hybrid organizations aiming to achieve both financial sustainability and social impact. Because of their active role in creating social impact by addressing pressing social problems, they are recognized as important agents to help attain the United Nations Sustainable Development Goals. In the social enterprise context, organizational growth is considered a major strategy to scale social impact since it helps them offer more products/services to a larger number of beneficiaries. However, little is known about when and how this strategy may not work as intended. By synthesizing prior research and using real-life examples, this article presents ten conditions under which scaling social impact through an organizational growth strategy can create unintended consequences in social enterprises. The article also develops a holistic framework articulating how these ten conditions can emerge via seven growth-related activities in social enterprises. The developed framework facilitates a comprehensive understanding for managers and social entrepreneurs about the pitfalls to avoid while pursuing organizational growth as a social impact scaling strategy in social enterprises. Finally, this article introduces a diagnostic tool — ImpactProtect: A Growth Risk Assessment Tool for Social Enterprises — designed to help social enterprises evaluate their vulnerability to unintended consequences associated with organizational growth. • Organizational growth is a common strategy for scaling social impact in social enterprises. • Limited knowledge exists on when growth may fail to scale social impact in social enterprises. • Organizational growth can create unintended consequences under ten conditions. • A framework shows the relationship between organizational growth and its unintended consequences in social enterprises. • ImpactProtect – a diagnostic tool – helps social enterprises self-assess growth risks to safeguard impact integrity.

Authors

Institutions

Publication Details

Journal
Organizational Dynamics
Published
2025-11-08
DOI
https://doi.org/10.1016/j.orgdyn.2025.101200
Primary Topic
Community Development and Social Impact
Type
article
Field-Weighted Citation Impact
0.00
Controls
|||
ALL TIME
JAN
FEB
MAR
APR
MAY
JUN
JUL
AUG
SEP
OCT
article

Unintended consequences of scaling social impact through organizational growth strategy in social enterprises

Syrus Islam
Organizational Dynamics
Community Development and Social Impact
article

Unintended consequences of scaling social impact through organizational growth strategy in social enterprises

Syrus Islam
article en

Abstract

Social enterprises are hybrid organizations aiming to achieve both financial sustainability and social impact. Because of their active role in creating social impact by addressing pressing social problems, they are recognized as important agents to help attain the United Nations Sustainable Development Goals. In the social enterprise context, organizational growth is considered a major strategy to scale social impact since it helps them offer more products/services to a larger number of beneficiaries. However, little is known about when and how this strategy may not work as intended. By synthesizing prior research and using real-life examples, this article presents ten conditions under which scaling social impact through an organizational growth strategy can create unintended consequences in social enterprises. The article also develops a holistic framework articulating how these ten conditions can emerge via seven growth-related activities in social enterprises. The developed framework facilitates a comprehensive understanding for managers and social entrepreneurs about the pitfalls to avoid while pursuing organizational growth as a social impact scaling strategy in social enterprises. Finally, this article introduces a diagnostic tool — ImpactProtect: A Growth Risk Assessment Tool for Social Enterprises — designed to help social enterprises evaluate their vulnerability to unintended consequences associated with organizational growth. • Organizational growth is a common strategy for scaling social impact in social enterprises. • Limited knowledge exists on when growth may fail to scale social impact in social enterprises. • Organizational growth can create unintended consequences under ten conditions. • A framework shows the relationship between organizational growth and its unintended consequences in social enterprises. • ImpactProtect – a diagnostic tool – helps social enterprises self-assess growth risks to safeguard impact integrity.

Organizational DynamicsVol. 55(1)
Auckland University of Technology (NZ)
Openalex Percentile: Top 58%
Community Development and Social Impact
AI Navigator

Ask Laika to Summarize, Analyze, and Connect papers live on the map.

Summarize Papers & Methodologies

Extract key findings, datasets, and comparative methods across publications.

Benchmark Rankings & Visual Analytics

Rank top research institutions, authors, funders, topics, and journals by Field-Weighted Citation Impact (FWCI) and paper volume with instant charts.

Connect Distant Disciplines

Bridge topological clusters on the map to find hidden collaborative intersections.

Unintended consequences of scaling social impact through organizational growth strategy in social enterprises — Syrus Islam · Organizational Dynamics (2025) | TGRS Research Map | TGRS