This dissertation focuses on three different organizational approaches to introducing change in the Global South. In so doing, it explores how organizations can design and structure 'solutions' for deep-rooted social problems and support marginalized groups who lack voice to speak for themselves. Theoretically, I draw on institutional theory and social movement theory, and it is to these perspectives that my research seeks to contribute. Empirically, my work focuses on Tanzania, Indonesia and Nigeria. Studying how and why three different types of organizational forms - including a social enterprise (Paper 1), a quasi-social movement (Paper 2) and a social movement (Paper 3) - succeeded or failed in their attempts to introduce change in the Global South provides an intriguing opportunity to build new theoretical insights and to shed light on strategic and organizational processes about which relatively little is known.