Abstract
This paper sheds light on the decision-making process of for-profit social enterprises that hold a mission strongly grounded in Christian Ethics. Resource allocation challenges are discussed as they present tradeoffs to the administration that prevent an approach that does not compromise firm goals. A qualitative research methodology based on a case study was used to illustrate how a social entrepreneur established in a Christian-averse country was able to achieve social legitimacy and economic sustainability without compromising Christian moral values. We suggest a conceptual model consisting of four pillars that use economic, environmental, social, and faith outcomes to understand the decision-making process of the firm. We also analyze two dilemmas faced by the management when tradeoffs force compromising decisions.
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