01784naa a2200205 a 450000100080000000500110000800800410001910000200006024500650008026000090014552011580015465000290131265300250134165300200136665300270138665300240141370000150143770000310145277300950148320205222015-07-27       2015    bl uuuu     u00u1 u    #d1 aMOURA, A. M. de  aThe international growth of a social businessba case study.  c2015  aIn developing countries, initiatives have often been undertaken in order to fight social and environmental problems. Since the 1990s, an increase can be seen in corporate social responsibility actions, as well as increasingly strong activities by civil society organizations. Tweenty years ago, companies and civil society organizations stood wide apart from each other, with often conflicting agendas and resistance to mutual collaboration. This reality has changed significantly. Besides the phenomenon of cross-sector partnerships, we can also observe the expansion of a particular organization type, i.e., the social business, which combines two objectives that were previously seen as incompatible: financial sustainability and the generation of social value. This article aims to discuss the factors that influence the results of a social business operating in three countries: Botswana, Brazil and Jordan. The results allow understanding the challenges involved in constructing social businesses in developing countries as well as a better understanding of the very nature of those businesses, considering the social realities where they operate.  apeople with disabilities  aHydrid organizations  aSocial business  aSocial entreprenership  aSocial shared value1 aCOMINI, G.1 aTEODÓSIO, A. dos S. de S.  tRevista de Administração de Empresas, São Paulogv.55, n.4, p. 444-460, jul./ago. 2015.