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Considers the crucial role of private sector social entrepreneurship in the context of a state welfare system stretched beyond its means. Defines social entrepreneurship, recounts a number of key points from relevant research projects, reflects upon current developments and initiatives, describes a number of cases and uses these to draw a set of tentative conclusions about social entrepreneurs and social entrepreneurship in the context of the current government’s aim of fostering rapid growth in the sector. Concludes that while such growth is highly desirable, a number of hurdles have to be overcome.

The article, based on an extensive survey of employees within a Malaysian tertiary educational institution, explores employee attitudes and perceptions towards existing pay and promotional policies and the organisational implications thereof. It was found that sizeable components of the workforce were dissatisfied with existing procedures. The limitations of the present system highlight the need to develop new models for organising work and rewards within the state and quasi‐state sectors, models that balance the need for effective service provision with financial sustainability; and that reconcile wider social needs with “best practices” of human resource management.