The principal contribution of this research would potentially provide viable ideas on how competitive firms may consider the best or most appropriate solution(s) to enhance their company performance and support the growth of sustainability economic development in Malaysia as a result in maximising the Malaysian Global Innovation and Creativity Centre (MaGIC) support programmes, rooted by one of the government initiatives. This research aims to examine how the strategy and policy influences social enterprise performance, or otherwise. It explores the financial and non-financial support such as awareness, legal recognition and supportive policy structure, quality talent, access to sizeable financial capital and bureaucracy of government agencies, provided by the said organisation. Arguments put forward on what constitutes a holistic social entrepreneurship framework in Malaysia, particularly the precursors and the outcomes. The proposed conceptual framework addresses an important consequence of social entrepreneurship agenda by the year 2018. The agenda comprises social inclusion, which is to increase the number to 1000 social enterprises social enterprises and for the Malaysian social enterprise sector to be self-sustaining, equitable, and people-centric in order to empower impact-driven entrepreneurs, which is in line with the aspiration of the Malaysian New Economic Model (NEM). These derived from the Open Innovation Theory of Chesbrough (2003). A qualitative case study, content analysis, comparative analysis research serve as the main methodology for this research. Data collected from thirteen respondents using a semi structured interview guide with open-ended questions and probes about people‘s experiences, opinions, perceptions, feelings and knowledge. As for the data analysis technique of this research, the researcher chooses to use software Nvivo 10. The findings may benefit not only social enterprises, but also policy maker and its agencies, private sectors and higher learning institutions for future research. The study includes observations and suggests five possibilities for continuous promotion initiatives in social entrepreneurship and future social entrepreneurship development.
