Project management has emerged as a theoretical construct in guiding managerial decision-making, whilst transforming from its traditional dominance in the fields of construction and engineering into sectors such as social enterprise organisations. The assumptions and priorities underpinning extant models of project management necessarily reflect the external environmental forces, competitive dynamics and organisational needs prevalent at the time of their development. There has been recognition

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... that these assumptions and priorities (i.e. their inherent bias towards standards, policies and adherence to guidelines etc.) serve to undermine the role of project management in supporting proactiveness, innovation and creativity needed by organisations to compete in contemporary dynamic markets. To this end, corporate entrepreneurship (CE) literature has provided a strong theoretical basis for incorporating entrepreneurial actions, orientations and decisions into 'traditional' project management processes. As such, this thesis aims to advance understanding for the bases and processes of developing an Entrepreneurial Project Management (EPM) model through the lens of social enterprise organisations in a developing country context. Specifically, this thesis aims to address the following research question: In what ways can project management incorporate elements of CE to construct an EPM Model through the lens of social enterprise organisations in a developing country context? This study employed a multiple-embedded case study approach and relied upon qualitative data gathering and analysis techniques to construct an EPM Model. This qualitative study used a mixed method approach in the form of documentary analysis and semi-structured interviews with twenty-eight key informants. The selection of key informants was based on the managerial experience and their role in project management in social enterprise organisations. This research has found that an EPM Model comprises six important components: (a) entrepreneurial initiati [...]