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Scaling Girls’ Technical Education (GTE): bringing coding skills to women in Tanzania

Kelly Alexander (Johannesburg Business School, University of Johannesburg CBE, Auckland Park, South Africa and School of Social and Behavioral Sciences, Tilburg University, Tilburg, The Netherlands)

Emerald Emerging Markets Case Studies

ISSN: 2045-0621

Publication date: 27 November 2020


Learning outcomes

The learning outcomes are as follows. Students can assess effective business strategies, determine the role of business in shaping informal institutions, understand managing issues in social enterprises, from talent management to expansion to mission drift, and develop deeper understanding of the African context.

Case overview/synopsis

The case presents the challenges facing the award-winning CEO/Founder of Tanzanian social enterprise Girls’ Technical Education (GTE). GTE provides technology and coding skills in Tanzania, focussing on educating women and girls. GTE has experienced significant success – expanding into neighbouring Malawi. GTE has a strong vision and mission, clearly articulated and prioritised by the Founder and his Board. Hybrid organisations, blending a social and financial mission, are expected to experience management tensions or mission drift, yet GTE seems to have avoided this. As an emerging organisational form, social enterprises – like GTE – often face hurdles regarding legitimacy and acceptance in the markets in which they operate. GTE is working to understand the Tanzanian and regional contexts and challenges in these ecosystems, seeking to influence norms and bring about positive impact.

Complexity academic level

Postgraduate courses including MBA, Executive Education and courses focussing on Organisation Studies, Management and Strategy.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS: 7 Management Science.



Alexander, K. (2020), "Scaling Girls’ Technical Education (GTE): bringing coding skills to women in Tanzania", Emerald Emerging Markets Case Studies, Vol. 10 No. 4.



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