The CSR Blog on Forbes outlines the six institutional logic techniques used by companies as defined by Rosabeth Moss Kanter. Corporations have introduced policy to reflect CSR, but the outcomes are not effectively contributing to society. Though the business may have CSR policies, it fails to become a social enterprise until social responsibility is not integrated into the fabric of its mission. Only then will the policies have perceivable outcomes.

The values, purpose, and employees should be extensions of the mission, in which the company becomes a “vehicle for accomplishing societal purposes and for providing meaningful livelihoods for those who work in them”. Therefore, for companies to become social enterprises, the culture of the work environment must present artifacts of the social purpose, which the company preaches.

Lastly, the traditional view of enterprise as moneymaking apparatuses must be extended toward long-term outcomes rather than short-term profits. Innovative and self-organizing companies will have the resources to explore programs, which benefit society as a whole and not just the company’s yearly profits. A social enterprise will balance its own self-interest with the interest of society as a whole.  In return, the future of the society in which the company operates is more prosperous.