Social Enterprise: We are Because of Others

Over the past decade, the social enterprise movement has developed as a viable alternative business model, with a dual commitment to profit generation and a dedication to social issues. This paper considers how social enterprise leaders navigate the balance between the commercial enterprise and the social impact -- between profit and purpose -- as their companies evolve from fledgling innovative ideas to far-reaching, profitable enterprises. To evaluate this question, I take one such organization as a case study. Ardmore Ceramic Art began as a for-profit entity with social and artistic motives, but now that the profit aspect has matured, Ardmore and its leadership face the challenge of balancing the social and artistic mission with continued profit generation. Through this study I hope to expound upon the best practices that allow social enterprises like Ardmore to balance their dual foci and achieve transformative social change.