Much of the research and writing on social enterprise comes from the perspective
of traditional management studies and seeks to understand how social enterprise is
different than traditional enterprise. Moreover, with the notable exception of Mohammed
Yunus’ work, much of this literature is focused on organizations that operate in the
‘developed’ world, especially the United Kingdom (Nicholls, 2006). Although this is
informative for students of management, it is not as useful for those trying to uncover how this new form of intervention can lead to a transformation of the relationship
between developed and developing nations and their people.