Purpose This research aims to fill gaps in understanding how cultural dynamics impact international social entrepreneurship (ISE) within the context of globalization, particularly in decision-making, scalability, and sustainability. This study advances theoretical frameworks and offers practical strategies for navigating the complexities of global SE by examining the interplay among cultural dynamics, globalization, and SE. Design/methodology/approach The research employs a qualitative case study approach within the interpretive paradigm to investigate the cultural influences on SE in global development. Focused on decision-making, scalability, sustainability, and stakeholder engagement, this analysis examines a multicultural SE venture. Data collection involves semi-structured interviews and secondary sources, enabling a thorough exploration. Findings The research highlights the importance of understanding cultural dynamics in ISE, emphasizing genuine adaptation rather than superficial changes. Chief executive officer insights underscore the strategic importance of social networks in the global dissemination and adoption of SE practices. Three key themes, such as social networks, global governance, and social opportunities, significantly influence the cultural core of ISE. Practical implications The research's practical implications are significant for stakeholders, including practitioners, policymakers, and social entrepreneurs in global activities. Multidimensional models are crucial for advancing SE ventures, given challenges in generalizing outcomes across diverse cultural contexts. Originality/value This study explores how cultural and institutional factors influence decision-making, scalability, and sustainability in international social enterprises, proposing a multi-dimensional model based on CEO-level, long-term data from multiple countries.
S.M. Feroj Mahmood (2026) studied this question.