Emergent models and strategies of social enterprises in China

Abstract

Many nonprofits are turning to commercial strategies to enhance their income. While previous research identified challenges social enterprises face in balancing commercial and social missions, little is known about how Chinese social enterprises respond to similar challenges in meeting the double bottom line. Using 16 cases studies, this study identified different types of social enterprises extant in the Chinese context, and examined the strategies they adopt. We found that the fee-for-service is the most common operational model, and that despite attempts of heavy state influence, Chinese SEs were able to demonstrate their resilience by diversifying their operational models. Implications for China’s social work development are discussed.