Evaluating the tension with a not-for-profit organization, when developing a business model for the maintenance of a sustainable profitable business venture

This research examined the affect of social capital on venture performance in a not-for-profit. Using longitudinal case study methodology, triangulation was achieved through analysing historical documentation, social capital measures and financial indicators. Results showed that social capital provides crucial resources and information in the business development process, according to a time line. The model for 'the opportunity creation process' (Guclu, Dees and Anderson 2002) was then employed, as a tool for the presentation of data, when testing the process of developing a business model in the third sector; with the addition of social capital concepts, as the social impact theory.