Sustainable inclusive business models have increasingly been recognized as strategic approaches to addressing social inequality while supporting long-term organizational sustainability. This study examines how managerial practices operationalize inclusive business models within a community-based sasirangan enterprise managed by the Borneo Disability House in Banjarmasin, South Kalimantan, Indonesia. Using a qualitative case study approach, data were collected through interviews, participant observation and documentation involving two managers and eight artisans with hearing and intellectual disabilities selected through purposive sampling. Data were analyzed thematically through coding and triangulation using NVivo 12 Plus. Findings indicate that inclusive leadership, participatory decision-making and adaptive human resource management support the integration of vulnerable workers into core business activities despite communication and operational challenges. Inclusion is operationalized through ability-based task allocation, adaptive training, inclusive communication and the active involvement of workers with disabilities throughout the value chain. Business continuity is strengthened through social empowerment, skills development and inclusive organizational culture. This study contributes to inclusive business and social enterprise literature by providing empirical evidence on managerial practices within culture-based community enterprises workers with disabilities.

Keywords:
Community-based Enterprise
Inclusive Leadership
Managerial Perspective
Sustainable Inclusive Business
Vulnerable Groups

*Corresponding Author.
E-mail address: putriauliaemha@poliban.ac.id