Abstract:
Social business has been explored within the context of developing nations and its benefits in alleviating poverty (Yunus et al, 2015 and Masukujjaman et al, 2016). However, there has been little research in exploring its utilisation in other marginalised populations or its benefits in developed countries. Furthermore, the values of social business fosters an organisational culture of empowerment, continuous learning and community engagement that has not been explored (Yunus and Weber, 2007).Organisational culture is diverse, multifaceted and has long been recognised as a key component to the running of an organisation. In disability, various studies have been conducted to explore the different aspects of organisational culture (e.g. leadership, job satisfaction, employment for people with disabilities) (Rhodes & Toogood, 2016 and Bigby & Beadle-Brown, 2016). Difficulties resulting from inherent organisational cultures within the disability sector have been documented and the need to transform the organisational culture has been identified. The latest reports identify the need to change organisational culture from one of perceiving individuals with disability as ‘charity cases’ to one recognising them as individuals with valuable contributions to society (FaHCSIA, 2012). This article suggests that social business, which already contains values of empowerment and inclusion can support the disability sector in making the required changes in organisational culture.