The study explores exit options within business and development management literature, since there were limited scientific (related) social entrepreneurship literatures on the subject matter, at the inception of this study. The choice to conduct a qualitative case study was a made to bring to out varied forms and meanings of exit, as well as perceived exit and ownership forms expected by both social venture entrepreneurs and their related stakeholders such as communities and local partners.
Social Venture Entrepreneurs invest in local and mostly bottom of pyramid (BoPs), and more so in developing economies. Different understanding of exit and ownership, by social venture entrepreneurs and local communities with varied cultural business practices, are highlighted in this study. Results from this thesis show that it is important to factor in local and cultural practices into current social venture business models in order to ensure its sustainability.