Developing a Strategic Implementation Manual for Social Entrepreneurship: A Case Study of SRK Education Group International
DOI:
https://doi.org/10.67903/ijroms0376Keywords:
Case Study, Social Entrepreneurship, SRK Education Group International, Strategic Implementation ManualAbstract
Educational institutions increasingly pursue social entrepreneurship to combine social impact with organizational sustainability but often lack the systems to institutionalize them across campuses. Existing research, focused largely on definitions and student intentions, offers limited guidance on organization-wide implementation in education. This study developed a Strategic Implementation Manual for Social Entrepreneurship through an exploratory qualitative single-case study of SRK Education Group International. Data were gathered from 15 purposively selected participants, comprising senior administrators, campus leaders, academic personnel, operational managers, and program implementers, through Zoom interviews and questionnaires from January to March 2026. These were supplemented by analysis of institutional documents, benchmarking of comparable national and international educational institutions, and a validation workshop with 24 stakeholders. Responses were analyzed through six-phase thematic analysis, and the resulting themes were triangulated with the documentary, benchmarking, and workshop evidence. Five themes emerged: strong mission-driven commitment coexisting with structural inconsistency; fragmented implementation across campuses; funding instability and the absence of measurable sustainability indicators; leadership-dependent initiatives lacking formal governance; and organizational demand for a formal manual. Benchmarking identified practices addressing each gap, which were adapted into the manual and reviewed during validation. The resulting manual comprises seven components: governance structure and policy; proposal and approval procedures; financial sustainability; implementation standards; monitoring and evaluation; knowledge management and capacity building; and reporting and continuous improvement. The study concludes that the organization’s principal challenge is formalization rather than commitment, and that the manual offers a context-specific, theory-informed framework for converting mission-driven activities into coordinated and measurable practice, pending evaluation after implementation.
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