BIJED

Abstract

As globalization intensifies the interconnectedness of nations, entrepreneurs leading social enterprises face the challenge of navigating diverse cultural landscapes while expanding internationally. Success in these global ventures requires more than just market knowledge—it necessitates a deep understanding of the cultural nuances that influence business practices, consumer behavior, and stakeholder engagement. This paper explores the critical role of cultural intelligence (CQ) in enabling social entrepreneurs to effectively scale their enterprises across borders, particularly in non-Western and emerging markets. By developing high levels of CQ, social entrepreneurs can overcome barriers related to cultural differences, mitigate risks, and seize opportunities for sustainable growth in new regions. Drawing on existing research to, this paper synthesizes existing literature on social entrepreneurship, CQ, and global expansion strategies, identifying significant gaps in practical applications and organizational integration of CQ. In addition to providing a conceptual review, the paper offers actionable insights into how CQ can be systematically developed and applied to enhance the scalability of social enterprises. The analysis also highlights how CQ interacts with institutional frameworks and market conditions to shape global success. Based on these findings, this paper presents recommendations for both practitioners and policymakers aiming to support the international scaling of social impact-driven ventures. The study contributes to the growing body of research on global social entrepreneurship, offering valuable perspectives for fostering cross-cultural competence and scalability.