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Testing the limits of SCALERS: A case study of scaling social impact

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In this paper, we develop a modified model of scaling social impact by applying stakeholder theory to empirical data from case study research on a social enterprise. Our findings are largely supportive of Bloom and Chatterji’s SCALERS framework, which recognizes seven capabilities that can be developed to effectively scale social impact. However, we identify additional capabilities and contingencies, offering a more comprehensive framework for practitioners that can serve as a basis for further research. This paper contributes to existing scholarship on scaling social impact and reveals fresh insights gained by integrating research on stakeholder theory with social entrepreneurship.

Author(s):

Jeffrey Gauthier    
SUNY Plattsburgh
United States

Sinéad Ruane    
Central Connecticut State University
United States

Gregory Berry    
Central Connecticut State University
United States