Transition vers une entreprise sociale durable : quels leviers stratégiques pour SANRU ASBL en RDC ?

Abstract

This dissertation investigates the conditions and strategic levers of the transition of SANRU ASBL, a non-profit health organization in the Democratic Republic of Congo (DRC), to a hybrid social enterprise model that reconciles social mission with economic viability. In a context characterized by declining international funding, political instability, and increased competition among NGOs, SANRU must rethink its strategies to ensure sustainability while maintaining its central role in the Congolese health system. Through a qualitative case study approach, the analysis highlights the strategic opportunities and challenges linked to this transformation. The study draws on theoretical frameworks for social enterprises, hybrid governance, and institutional logic. It identifies key drivers for SANRU’s transition, including the diversification of revenue streams, the adoption of business models aligned with its social mission, and the establishment of multi-stakeholder governance that ensures transparency and legitimacy. The findings show that SANRU's successful transition relies on its ability to create a unique approach for different stakeholders, slowly adopt business practices, and find a balance between making a social impact and meeting economic needs. This dissertation contributes to the literature on hybrid organizations in Africa and offers managerial and strategic recommendations to strengthen the sustainability of local health organizations operating in complex environments. The findings of this case study provide valuable insights into the organizational transition toward a hybrid model in DRC, but should be further explored through complementary research, such as multiple case studies or large-scale surveys in the central African region.