Driving Sustainable Social Transformation in Bangladesh: Social Business Practice in Rural Communities: A Mixed-Methods Study of Five Grameen-Affiliated Social Business Ventures

The paper contributes theoretically by articulating a two-phased model linking operational drivers to sustainable, self-reinforcing systemic outcomes, and empirically by providing cross-case evidence from Grameen-affiliated SBVs in rural Bangladesh. Read alongside Quilloy, Newman, and Pyman’s (2023) systematic call for research connecting organisational-level antecedents to social-enterprise impact outcomes, the present study’s Phase I-to-Phase II linkage offers one concrete, empirically grounded answer to that call within a single, institutionally coherent ecosystem. Practically, findings indicate that SBVs are most likely to sustain their impact over time when they combine product-market fit, local capacity building, adaptive management, and stakeholder partnerships — the combination most closely associated, in this study, with durable rather than transient outcomes.