Scaling social value creation receives increasing attention in society, politics, science, business, and economics. Confronted with pressing social problems worldwide (Boschee, 2008; Weerawardena and Mort 2006; Zahra et al., 2008), not-for-profit managers, impact investors, entrepreneurs, and politicians seek to understand how social interventions that successfully benefit socially disadvantaged people can be scaled effectively and efficiently. The difficulty in tackling this topic lies in the fact that scaling social impact efforts in the social sector somewhat diverge from growth strategies in the more comprehensively elaborated commercial sector due to the differing organizational and contextual conditions of these two areas (Austin, Stevenson and Wei-Skillern, 2006). Based on configuration theory (Minzberg 1989), our study aims to answer the following research question: Which bundles of success factors assist social enterprises to scale their social value creation successfully?