Abstract
The following research aims to identify salient implementation strategies utilised by traditional nonprofits to imbed socially entrepreneurial activities, while providing insight into related challenges and barriers. An exploratory qualitative approach was adopted to generate emergent themes using interview data from a sample of executive directors (n = 31), while a content analysis provided findings on data coverage across main themes and sub-themes. Findings identify activities related to proactivity, social innovation, risk-taking, and market engagement. Market engagement had the highest data coverage, while the remaining main themes were more evenly distributed. A discussion provides further interpretation and application of findings.
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