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The purpose of this paper is to identify specific practices companies can adopt to unleash the social entrepreneurial spirit of their employees. It is in response to growing expectations from customers, employees, investors and governmental agencies around the world that businesses serve not just the financial interests of their shareholders but the environmental and social expectations of all citizens. By encouraging and supporting employees to pursue innovative products, services and management practices that address both the company’s business interests and the individual’s social passions, corporate social entrepreneurship (CSE) has the potential to do both.

A systematic review (SR) of academic studies published in peer-reviewed journals was conducted to answer the review question: What are the organizational enablers of CSE in large national and multinational corporations? Thirteen relevant high-quality academic research studies were identified. These studies were then synthesized through a multi-step coding process using Atlas.ti. Common themes were identified and actionable management recommendations developed.

Three findings emerged: (a) that while an organization’s values, demonstrated by its leadership, empower CSEs, specific structures and practices are required to enable them to have the intended impact on its environmental and social performance; (b) that CSEs are motivated, but organizations need to invest in developing their skills and capabilities; and (c) when CSE success is recognized and rewarded it positively impacts future efforts by other employees.

Available research has focused on the characteristics of the individual CSEs and the challenges they face. Although that research provided sufficient insights to support the analysis performed in this study, little research has been conducted to establish the extent to which CSE: (a) is used by businesses today, (b) is positively impacting company corporate social responsibility (CSR) perceptions; (c) may be improved through the application of the study’s recommendations, (d) is affected by leadership styles and business cultures and (e) differs across industry, national and political settings. Both qualitative and quantitative research into these and related topics are needed.

This paper provides a comprehensive view of the relationship between an organization’s practices and CSE success. It recommends that executives communicate their personal and the organization’s values; that they make specific, targeted organizational investments to support CSE; actively identify, recruit and train these employees; and establish, measure and report CSE results.

CSE is an important complementary approach to CSR, environmental, social and governance investing and the United Nation’s sustainability development goals. It can contribute to businesses serving not just the commercial interests of their shareholders but the environmental and social expectations of all citizens.

While previous studies have focused on the personal characteristics and behaviors of CSEs, this is the first to use these insights to develop a comprehensive understanding of the organizational characteristics required for their success. Corporations are increasingly expected to meet the environmental and social expectations of all stakeholders, yet these programs are too often seen as more symbolic than substantive. This paper provides a roadmap for institutionalizing CSE as an important contributor to these efforts.