“…Zahra et al (, p. 519) have proposed a definition that places entrepreneurship at the core of that process: ‘Social entrepreneurship encompasses the activities and processes undertaken to discover, define, and exploit opportunities in order to enhance social wealth by creating new ventures or managing existing organizations in an innovative manner’. Social entrepreneurship is characterised by the concept of triple or ‘multiple’ bottom lines, which appear to circumscribe social enterprises in a different light from economic enterprises (Chell, ; Chell et al, ; Nicolopoulou, ) suggesting, at the same time, greater complexity at the managerial level for ensuring sustainability and growth (Lucas et al, ; Nicolopoulou et al, ). The trend for social entrepreneurship has already attracted significant interest in the last decade from scholars, who have been exploring the topic at various levels, including ways in which such multiple (and possibly conflicting) bottom lines are involved in its processes, as well as operationalising those at the level of strategy, leadership, structure and governance.…”