Faculty of Entrepreneurship, University of Tehran Journal of Entrepreneurship Development 2008-2266 18 4 2025 09 23 Studying and Explanation the Role of Social Entrepreneurship in the Social Responsibility of Government Agencies Studying and Explanation the Role of Social Entrepreneurship in the Social Responsibility of Government Agencies 55 83 103429 10.22059/jed.2025.398090.654548 FA Rahim Zare Department of Business Administration, Faculty of Management and Accounting, Allameh Tabatabae'i University, Tehran, Iran. Ahmad Mahmoudi Department of Sport Management, Faculty of Sport Sciences and Health, University of Tehran, Tehran, Iran Armaghan Rezaey Entrepreneurship Management; Faculty of Financial Sciences, Management and Entrepreneurship; University of Kashan, Iran Journal Article 2025 07 06 Objective: In contemporary societies, numerous organizations and communities are increasingly embracing social entrepreneurship as a humanitarian mission to address various societal challenges through corporate social responsibility (CSR) initiatives. Social entrepreneurship exerts significant positive impacts on diverse activities, substantially enhancing the socio-cultural fabric of communities. Accordingly, this study aims to examine the role of social entrepreneurship in the CSR practices of public sector organizations, with a specific focus on Isfahan Gas Company. Method: The present research employs a mixed-methods approach, integrating systematic qualitative review with quantitative survey methodology. Initially, a comprehensive identification of key components was conducted through digital libraries and databases. Subsequently, these components were operationalized in a quantitative survey phase to address the primary research question. The quantitative instrument consisted of a questionnaire administered to a statistical population of 2,808 employees and managers at Isfahan Gas Company headquarters. Using simple random sampling, a representative sample of 245 respondents was selected for analysis through structural equation modeling (SEM) with Smart PLS3 software. Results: The findings demonstrate that social entrepreneurship exerts statistically significant influence (p < 0.05) on CSR implementation. The results suggest that Isfahan Gas Company can enhance its CSR performance through innovative and collaborative projects such as: (1) developing energy-efficient gas technologies, (2) implementing community education programs, and (3) supporting local social enterprises. This strategic approach not only improves brand perception and fosters public trust but also contributes to regional sustainable development through energy conservation and local job creation. Conclusion:The study concludes that integrating social entrepreneurship principles into organizational strategy yields dual benefits: strengthening CSR performance while simultaneously advancing sustainable development goals. These findings have important implications for public sector organizations seeking to align their operations with contemporary sustainability paradigms. Objective: In contemporary societies, numerous organizations and communities are increasingly embracing social entrepreneurship as a humanitarian mission to address various societal challenges through corporate social responsibility (CSR) initiatives. Social entrepreneurship exerts significant positive impacts on diverse activities, substantially enhancing the socio-cultural fabric of communities. Accordingly, this study aims to examine the role of social entrepreneurship in the CSR practices of public sector organizations, with a specific focus on Isfahan Gas Company. Method: The present research employs a mixed-methods approach, integrating systematic qualitative review with quantitative survey methodology. Initially, a comprehensive identification of key components was conducted through digital libraries and databases. Subsequently, these components were operationalized in a quantitative survey phase to address the primary research question. The quantitative instrument consisted of a questionnaire administered to a statistical population of 2,808 employees and managers at Isfahan Gas Company headquarters. Using simple random sampling, a representative sample of 245 respondents was selected for analysis through structural equation modeling (SEM) with Smart PLS3 software. Results: The findings demonstrate that social entrepreneurship exerts statistically significant influence (p < 0.05) on CSR implementation. The results suggest that Isfahan Gas Company can enhance its CSR performance through innovative and collaborative projects such as: (1) developing energy-efficient gas technologies, (2) implementing community education programs, and (3) supporting local social enterprises. This strategic approach not only improves brand perception and fosters public trust but also contributes to regional sustainable development through energy conservation and local job creation. Conclusion:The study concludes that integrating social entrepreneurship principles into organizational strategy yields dual benefits: strengthening CSR performance while simultaneously advancing sustainable development goals. These findings have important implications for public sector organizations seeking to align their operations with contemporary sustainability paradigms. Objective: In contemporary societies, numerous organizations and communities are increasingly embracing social entrepreneurship as a humanitarian mission to address various societal challenges through corporate social responsibility (CSR) initiatives. Social entrepreneurship exerts significant positive impacts on diverse activities, substantially enhancing the socio-cultural fabric of communities. Accordingly, this study aims to examine the role of social entrepreneurship in the CSR practices of public sector organizations, with a specific focus on Isfahan Gas Company. Method: The present research employs a mixed-methods approach, integrating systematic qualitative review with quantitative survey methodology. Initially, a comprehensive identification of key components was conducted through digital libraries and databases. Subsequently, these components were operationalized in a quantitative survey phase to address the primary research question. The quantitative instrument consisted of a questionnaire administered to a statistical population of 2,808 employees and managers at Isfahan Gas Company headquarters. Using simple random sampling, a representative sample of 245 respondents was selected for analysis through structural equation modeling (SEM) with Smart PLS3 software. Results: The findings demonstrate that social entrepreneurship exerts statistically significant influence (p < 0.05) on CSR implementation. The results suggest that Isfahan Gas Company can enhance its CSR performance through innovative and collaborative projects such as: (1) developing energy-efficient gas technologies, (2) implementing community education programs, and (3) supporting local social enterprises. This strategic approach not only improves brand perception and fosters public trust but also contributes to regional sustainable development through energy conservation and local job creation. Conclusion:The study concludes that integrating social entrepreneurship principles into organizational strategy yields dual benefits: strengthening CSR performance while simultaneously advancing sustainable development goals. These findings have important implications for public sector organizations seeking to align their operations with contemporary sustainability paradigms. Objective: In contemporary societies, numerous organizations and communities are increasingly embracing social entrepreneurship as a humanitarian mission to address various societal challenges through corporate social responsibility (CSR) initiatives. Social entrepreneurship exerts significant positive impacts on diverse activities, substantially enhancing the socio-cultural fabric of communities. Accordingly, this study aims to examine the role of social entrepreneurship in the CSR practices of public sector organizations, with a specific focus on Isfahan Gas Company. Method: The present research employs a mixed-methods approach, integrating systematic qualitative review with quantitative survey methodology. Initially, a comprehensive identification of key components was conducted through digital libraries and databases. Subsequently, these components were operationalized in a quantitative survey phase to address the primary research question. The quantitative instrument consisted of a questionnaire administered to a statistical population of 2,808 employees and managers at Isfahan Gas Company headquarters. Using simple random sampling, a representative sample of 245 respondents was selected for analysis through structural equation modeling (SEM) with Smart PLS3 software. Results: The findings demonstrate that social entrepreneurship exerts statistically significant influence (p < 0.05) on CSR implementation. The results suggest that Isfahan Gas Company can enhance its CSR performance through innovative and collaborative projects such as: (1) developing energy-efficient gas technologies, (2) implementing community education programs, and (3) supporting local social enterprises. This strategic approach not only improves brand perception and fosters public trust but also contributes to regional sustainable development through energy conservation and local job creation. Conclusion:The study concludes that integrating social entrepreneurship principles into organizational strategy yields dual benefits: strengthening CSR performance while simultaneously advancing sustainable development goals. These findings have important implications for public sector organizations seeking to align their operations with contemporary sustainability paradigms.

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