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Business models are shaped by their design space or the environment they are designed to be implemented in. The rapidly changing economic, technological, political, regulatory and market external environment severely affects business logic. This is particularly true for social enterprises whose core mission is to transform their environments, and thus, their whole business logic revolves around the interchange between the enterprise and the environment. The context in which social business operates imposes different business design constraints while at the same time, open up new design opportunities. It is also affected to a great extent by the impact that successful enterprises generate; a continuous loop of interaction that needs to be managed through a dynamic capability in order to generate a lasting powerful impact. This conceptual research synthesizes and analyzes literature on social enterprise, social enterprise business models, business model innovation, business model design, and the open system view theory to propose a new business model design process for social enterprises that takes into account the critical role of environmental factors. This process would help the social enterprise develop a dynamic capability that ensures the alignment of its business model to its environmental context, thus, maximizing its probability of success.

PurposeThe purpose of this paper is to present and discuss the recruitment conditions of multinational companies (MNCs) in Egypt, along with problems and de‐recruitment activities such MNCs face.Design/methodology/approachSurveys in the form of questionnaires were used and data from 55 MNCs operating in Egypt were acquired to investigate the recruitment function's processes and problems MNCs faced along with de‐recruitment practices MNCs undertake.FindingsResults indicated that small and medium enterprises (SMEs) showed higher adoption rate of the recruitment process than large enterprises (LEs). In addition, results indicated that the recruitment function is perceived to be run jointly by human resource management (HRM) and line management, giving an upper hand to HRM. In general, two sets of problems facing recruitment were revealed; candidate‐ and organization‐related problems, where the former had been more frequently reported by SMEs rather than LEs. Finally, the findings illustrated the actual de‐recruitment practices undertaken by MNCs operating in Egypt. SMEs adopted less aggressive de‐recruitment activities than LEs, where mainly recruitment freezing and early retirement are mostly used.Originality/valueThis paper highlights three under‐researched areas by studying the organizational size dimension of recruitment and identifying the pattern of de‐recruitment activities employed by MNCs of different sizes, and also identifying recruitment problems facing MNCs in Egypt. Such findings could help organizations either planning to start up or in enhancing their operations in the Egyptian market. As well, these findings provide insight to recruits about the recruitment stages and problems they might encounter.