Social enterprises are hybrid organizations aiming to achieve both financial sustainability and social impact. Because of their active role in creating social impact by addressing pressing social problems, they are recognized as important agents to help attain the United Nations Sustainable Development Goals. In the social enterprise context, organizational growth is considered a major strategy to scale social impact since it helps them offer more products/services to a larger number of beneficiaries. However, little is known about when and how this strategy may not work as intended. By synthesizing prior research and using real-life examples, this article presents ten conditions under which scaling social impact through an organizational growth strategy can create unintended consequences in social enterprises. The article also develops a holistic framework articulating how these ten conditions can emerge via seven growth-related activities in social enterprises. The developed framework facilitates a comprehensive understanding for managers and social entrepreneurs about the pitfalls to avoid while pursuing organizational growth as a social impact scaling strategy in social enterprises. Finally, this article introduces a diagnostic tool — ImpactProtect: A Growth Risk Assessment Tool for Social Enterprises — designed to help social enterprises evaluate their vulnerability to unintended consequences associated with organizational growth. • Organizational growth is a common strategy for scaling social impact in social enterprises. • Limited knowledge exists on when growth may fail to scale social impact in social enterprises. • Organizational growth can create unintended consequences under ten conditions. • A framework shows the relationship between organizational growth and its unintended consequences in social enterprises. • ImpactProtect – a diagnostic tool – helps social enterprises self-assess growth risks to safeguard impact integrity.

The fundamental barrier to achieving excellence in well-being and belonging within organizations is the inherent oppression embedded in organizational cultures that perpetuate the toxic aspects of masculinity. I utilize a three-layer, three-process model of Organizational Culture to characterize these environments as Toxic Power Cultures and suggest Brave Relational Cultures as a viable alternative. I advocate for a transformative feminist approach through relational cultural theory and positive organizational scholarship (e.g., positive social capital, high-quality connections, and Appreciative Inquiry). This practical and comprehensive strategy for organizational transformation addresses the root causes of toxic phenomena and fosters environments that promote sustainable organizational success, engagement, well-being, and belonging for all members of the organization.

Despite unprecedented AI investment, 74% of companies struggle to achieve value from AI initiatives. This disconnect stems not from technological limitations but from the absence of strategic frameworks that embed AI into workflow processes. This article presents a four-phase framework for integrating generative AI across organizational functions: Explore, Codify, Integrate, and Elevate. Unlike traditional technology adoption models, this framework emphasizes prompt strategy and workflow integration as primary transformation drivers. Through functional analysis of marketing, human resources, and operations, we demonstrate how organizations can move from scattered experimentation to systematic integration by treating prompt engineering as a core organizational capability. The framework addresses three critical adoption traps: the Pilot Trap, Policy Trap, and Skill Trap. By providing concrete examples and implementation roadmaps, this article offers practitioners a pathway to transform AI from technological curiosity into a competitive advantage embedded in daily workflows.