This paper examined the impact of social entrepreneurship on sustainability of business development in Nigeria. The objectives of the study include: to identify major evolution experienced by social enterprise in Nigeria, to identify key challenges in social entrepreneurship in Nigeria, to identify current trends in social entrepreneurship in Nigeria, and to carry out an analysis on sources of funds for financing the social entrepreneurs. Survey approach was the research design used with particular reference to selected small and medium enterprises (SME) in Nigeria. It was observed that political factors, economic factors, socio-cultural factors, cross country factors and technological factors are the major evolution experienced by social enterprise in Nigeria. It was also observed that lack of education in entrepreneurship, lack of financial assistance, comparative disadvantages to business, lack of government support and lack of skilled manpower are the key challenges in social entrepreneurship in Nigeria. The current trends in social entrepreneurship in Nigeria are social media and the role of technology, rise of decentralized micro-giving opportunities, cross-sector partnerships and government drive for an all-inclusive economic growth and development through SME. The analysis carried out on sources of funds for financing the social entrepreneurs are contributions from social entrepreneurs, subventions from government, donor supports, loans and advances and retained earnings/reserves.

Organizational learning refers to the sum total of individual and collective learning through training programs, experience, experimentation and work interactions within the organization. Thus, sustainable competitive advantage is the ability to offer superior customer value on an enduring or consistent basis, a situation in which competitors are unable to easily imitate the firm's capacity for value creation. It is worrisome that most literary works have not clearly linked organizational learning with sustainable competitive advantages, as is the case with intellectual capacity (knowledge-based resources) using the resource-based view of the firm. A survey approach was the research design used with particular reference to the South East Zone of Nigeria. Findings revealed that organizational innovation leads to sustained competitive advantage. The Z-statistic value with the corresponding probability value confirms that the organization to a large extent draws its competitive strength jointly from the following factors: creation of new products, changes in way of production, Ogbo et al.; JEMT, 24(1): 1-13, 2019; Article no.JEMT.49400 2 changes in architecture of production, improved ways of sourcing supplies, opening new market opportunities, providing goods and services that others are not yet offering or are not able to copy, being able to offer products of comparable quality at a lower price, maintaining a configuration of resources and capabilities that cannot easily be imitated by competitors, being able to attract customers from competitors due to a positive corporate image and encouraging employees to improve their personal skills. The results total Z-scores in absolute term shows that the listed factors pose challenges to the organization in the process of achieving sustainable competitive advantage through innovation. For further justification, we proceed to their joint significant analysis adopting the one sample Z-test. The proxies employed in this study for the measurement of sustainability agreed with resource-based view strategies on sustainability of competitive advantage in an unstable business environment. Original Research Article