Scenario planning in social enterprises; the case of South Yorkshire

Abstract

The concept of social entrepreneurship is increasingly attracting interest as an area of academic scrutiny. Despite this development there is very little scholarly attention given to the way social enterprises plan and develop strategies to address challenges posed by changes in the environment in which they operate. Drawing on a qualitative case study of two enterprises, this study explores the role of scenario planning in the social enterprise sector. The result shows that this strategic management planning technique, traditionally associated with large capitalised commercial enterprises, is becoming a key component of the practice of social enterprises in South Yorkshire.