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de on how best to combine businesses' efficiencies, while achieving social impact, and therefore end up with a double -bottom line achievement (O'Hara, 2001). However, the social multiple entrepreneur, is faced with the challenge of aligning their social enterprises formats to address and satisfy the changing needs of their stakeholders , at the same time maintaining a revenue reserve to sustain the enterprises.

In order to realize growth in multiple enterprises, the entrepreneur must realize that growth is a multi-faceted phenomenon, mostly linked with the firms' successes, survival and achievement of the laid down multiple ventures' goals (Kinsella et al, 1994). Researches carried out have shown that given the heterogeneity of growth of small firms, it is not expected that all small firms wish to grow their businesses or experience the same challenges in the achievement of firm growth (Donohue and wryer , 2005).

Social multiple entrepreneurs, are according to Certo and Miller, (2008) driven by a vision that whatever they are doing provides social value and enhances the well being of the targeted group, thereby deriving a plausible conclusion that social multiple entrepreneurs are motivated by the need to achieve. However, in achieving their vision, they are challenged in areas where they operate in commercial markets but yet view themselves as the periphery, or disagree with some of the requirements of the market place (pg 345). This creates hardships in deriving business objectives which align with the core social culture of the business (Shaw and Carter, 2007).

According to Doherty et al (2009), since many social multiple entrepreneurs have a multi-stakeholder focus, the responsibilities of setting business objectives becomes difficult and may require a trade off between social and commercial commitments. Bornstein (2004), discovered that the forms of objectives that the social multiple entrepreneur had for their businesses reflected their strategic intent, and further indicated the broader strategic vision of their businesses.

Where social multiple entrepreneurs choose to capitalize on social value, more informal strategies are adopted which sometimes neglects the commercial perspectives (Doherty, et al, 2009), where it is suggested that it is the wrong view of social multiple entrepreneurship, since social and commercial agendas are not mutually exclusive if effective strategies are to be adopted in achieving multiple enterprises' objectives (Darby and Jenkins, 2006). Social multiple entrepreneurs must translate their objectives into a workable multiple business strategies characterized by measurable sustainability performance results, if they are to effectively attain the dream of the businesses, which should be based on the establishment of a core competency (Imperatori and Ruta, 2006).

According to Lead beater (1997), achieving multiple business growth and ensuring their sustainability, the multiple entrepreneur must develop the businesses and manage resources with commercial and social remit, whereby achieving the growth changes the internal context of the enterprises and consequently requires a change in the responsibilities of the entrepreneur. This may need designation of the main re本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。