In recent years, there has been a considerable increase in interest in business models that aim for more than just financial profit, and seek to generate positive impacts on society and the environment (Usman et al., 2022). These models, known as Social and Environmental Impact Businesses (SEIB) (Barki, Rodrigues & Comini, 2020), encompass various approaches, such as social businesses, inclusive businesses, the base of the pyramid businesses, social impact solutions, and social enterprises (Dees, 1998; Yunus et al., 2010).
Although SEIBs emerged in the early 21st century, they are relatively new in Brazil, generally operating for less than five years (Pipe.Social, 2021). They lie between the second and third sectors and aim to solve social or environmental challenges, using business methods to generate positive and sustainable impact (Koppell, 2003; Marins, 2019). While they seek to sustain their operations and growth, they face unique challenges. Their priorities, values, stakeholders, and success metrics are distinct from traditional businesses, requiring a particular approach.
In addition to SEIBs, there are also temporary and specific initiatives developed by companies through projects (PMI, 2017) with social and/or environmental purposes. Social impact projects, for instance, have focused on social justice to promote social innovation in areas such as finance, health, and education (Dodescu et al., 2021; Villiers, 2021). Organizations, through projects, can play a role as facilitators of positive societal impact (Reale, 2022).
This topic invites the development of papers from basic and applied research, allowing for a better understanding of how entrepreneurship, innovation, and technologies can be used for the benefit of social and environmental impact projects and businesses. Best management practices, anchored in entrepreneurship, innovation, and technology theories, can improve their performance and contribute to achieving the Sustainable Development Goals.