Do H.T.T.Dang T.N.H.Mahidol University2023-06-182023-06-182022-01-01Journal of Social Entrepreneurship (2022)19420676https://repository.li.mahidol.ac.th/handle/20.500.14594/83993This research examines strategic management of social impact enterprises, when the government closed international borders and imposed domestic lockdown as a result of the ‘Zero-COVID-19 implementation’. The study is based on theoretical framework of strategic management and value chain analysis. A semi-structured questionnaire with guiding questions is applied to gain information about the enterprise’ strategic management. The interviews were performed online using the Zoom video communiation platform. Fifteen founders of Vietnamese social impact businesses from a variety of demographic characteristics, genders, product or service categories, and economic sectors, were chosen for the in-depth interviews based on non-probability sampling technique. Results show that social impact businesses have struggled and used a variety of new operational methods to adjust to legislative changes. The significant lessons learned have been noted and discussed.Business, Management and AccountingArticleSCOPUS10.1080/19420676.2022.21404482-s2.0-8514150754919420684