For social innovation sustainability, social businesses must translate their organizational capabilities into effective capabilities. The goal of this study is to analyze the relationship between social enterprises’ capabilities, organizational support for innovation, and social innovation, and provide a scaling model. Purposive cross-sectional sampling was used to sample 134 Malaysian social enterprises. The analysis examines direct and mediated effects hypotheses using partial least squares (PLS). PLS tested organizational competencies, organizational support for innovation, and social innovation hypotheses. This research found just three route coefficients: social enterprise capabilities and social innovation, organizational support for innovation, and organizational support for innovation and social innovation. For direct effect, all variables were significantly positive. These interactions depend on social innovation impact. Staffing, reproducing, encouraging market forces, system, and structure are unimportant for many reasons. The findings affect Malaysian social innovation. Social innovation in customer and community service can boost social companies. By promoting and training people in new ways, they can generate knowledgeable social enterprise managers.