II. Methodology and Approach

To further understand the job creating potential of social enterprises in Africa, five case studies on social enterprises spread across four countries in Africa were carried out. They covered investigations about the business model, the financial model including projections, and an analysis of the job creation potential of the five social enterprises.

The case studies were conducted in a three-pronged approach, including project planning and selection of social enterprise case studies (Phase I); the development of qualitative briefing documents including growth paths (Phase II); and the development of growth and job creation support models for social enterprises (Phase III). Based on this, the specific growth journeys and the potential of social enterprises to create more and better jobs could be analyzed in depth.

More detailed information about the methodology of the case study research can be found in the main document of this study (Part I).

The case studies analyze the growth and job creation potential of five social enterprises. Factors that promote and those that inhibit job creation are put forth.

Selection of Social Enterprise Case Studies

As described in in Chapter III of the Main Report, organizations that fit the definition of social enterprises in this study were sought in the focus countries. After discussions with potential participants for the study, five social enterprises qualified for the study and agreed to participate.

The case studies were conducted based on a research design with a predefined structure that allowed for cross-case comparison, but simultaneously enabled the researchers to account for the specific characteristics of social enterprises as well as the differentiated contexts in which they operate.

Figure 48: Overview of case studies