How Partnerships Affect the Social Performance of Korean Social Enterprises

2014 ◽  
Vol 6 (3) ◽  
pp. 257-277 ◽  
Author(s):  
Youngkeun Choi
Keyword(s):  
Social Performance ◽  
Social Enterprises ◽  
The Social

scholarly journals How Social Entrepreneurs Affect Performance of Social Enterprises in Korea: The Mediating Effect of Innovativeness

2018 ◽  
Vol 10 (8) ◽  
pp. 2643 ◽  
Author(s):  
Changhwan Shin
Keyword(s):  
Economic Performance ◽  
Social Enterprise ◽  
Social Performance ◽  
Social Enterprises ◽  
Mediating Effect ◽  
Government Support ◽  
Policy Implications ◽  
Social Entrepreneurs ◽  
The Social ◽  
Positive Direct

Schumpeter argued that entrepreneurship brings about creative destruction in capitalist economies. South Korea enacted the Social Enterprise Promotion Act in 2007 to promote corporate social enterprise. However, despite government support, social enterprises in Korea are not successful, especially in social and economic performance, which is defined as the social and economic value that social enterprises should pursue. A questionnaire survey was conducted among 100 social entrepreneurs, and the structural equation model was used as the research method. The results of the analysis are as follows. Openness and innovativeness have a positive direct impact on economic as well as social performance. In addition, openness and innovativeness play a mediating role not only in social performance, but also in economic performance. This paper suggests theoretical and policy implications based on the above analysis.

scholarly journals Measuring to Improve Versus Measuring to Prove: Understanding the Adoption of Social Performance Measurement Practices in Nascent Social Enterprises

2019 ◽  
Author(s):  
Saurabh Ajay Lall
Keyword(s):  
Performance Measurement ◽  
Social Performance ◽  
Past Research ◽  
Social Enterprises ◽  
Social Sector ◽  
Internal Factors ◽  
External Pressures ◽  
The Social ◽  
Dual Objectives ◽  
Measurement Practices

Social enterprises are described as organizations with dual objectives—social and commercial. While the measurement of commercial performance isrelatively straightforward and well understood, our understanding of the factorsrelated to measuring social performance is more ambiguous. Is the adoption ofsocial performance measurement (SPM) practices more related to external pressures, such as the need to demonstrate legitimacy to funders and peers, or is it more closely related to the growing rationalization within the social sector? We examine the relationship between external and internal factors and the adoption of SPM using a novel dataset of 1864 nascent social enterprises from around the world. Our findings suggest support for the argument that the adoption of SPM in socialenterprise is related to the growing rationalization of the social sector, whichchallenges some of the past research on this topic, and provides a more nuancedperspective of SPM in social enterprise.

How to Choose the Right Partners in Cross-Sector Partnership in Emerging Countries? A Political Embeddedness Perspective

2020 ◽  
pp. 000765032098260
Author(s):  
Jiawen Chen ◽  
Qian Zhang ◽  
Linlin Liu
Keyword(s):  
Close Relationships ◽  
Social Trust ◽  
Social Performance ◽  
Partner Selection ◽  
Emerging Countries ◽  
Social Partnership ◽  
The Social ◽  
The Government ◽  
The Right ◽  
Relational Risks

In emerging countries such as China where the government is gradually withdrawing from involvement in social affairs, firms face dilemmas around relational risks of partnering with different forms of nongovernmental organizations (NGOs). Affiliated NGOs (those with close relationships with government) are more likely to sabotage the social partnership through misconduct, and are also capable of higher standards of collaborative social performance compared with independent NGOs (those with few such relationships). This study proposes that firms’ political embeddedness helps mitigate relational risks in cross-sector partner selection, and finds that politically connected firms are more likely to partner with affiliated NGOs than with independent NGOs in China. This effect is more pronounced for private firms that are less socially oriented or are located in regions with less-developed formal institutions and social trust. Our findings highlight relational risks relevant to cross-sector partner selection literature and offer important insights into how relational risks can be reduced in cross-sector partner selection in emerging countries.

3. Standardized assessment of the needs for care in a cohort of patients with schizophrenic psychoses

1991 ◽  
Vol 19 ◽  
pp. 27-33 ◽  
Author(s):  
A. D. Lesage ◽  
G. Mignolli ◽  
C. Faccincani ◽  
M. Tansella
Keyword(s):  
Psychiatric Patients ◽  
Social Performance ◽  
Standardized Assessment ◽  
Assessment Procedure ◽  
Systematic Assessment ◽  
Needs For Care ◽  
Psychiatric Case ◽  
The Social

There is a well-established tradition in standardized evaluation of the symptomatology and the social performance of psychiatric patients (Wing et al. 1974; WHO, 1983b; Platt, 1983) together with instruments for describing the pattern of contacts with services, like Psychiatric Case Registers (Wing & Hailey, 1972; ten Horn et al. 1986). Interest in a systematic assessment procedure for recording which action should be taken by services in the presence of a problem is more recent. Instruments for these evaluations are still experimental.

Coopetition in social entrepreneurship: a strategy for social value devolution

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Leandro da Silva Nascimento ◽  
Júlio César da Costa Júnior ◽  
Viviane Santos Salazar ◽  
Adriana Fumi Chim-Miki
Keyword(s):  
Social Entrepreneurship ◽  
Secondary Data ◽  
Social Enterprises ◽  
Social Value ◽  
Primary Sources ◽  
Content Type ◽  
Social Sphere ◽  
Cooperation Level ◽  
The Social ◽  
Competition Level

PurposeCoopetition is a well-studied phenomenon in traditional enterprises. However, it lacks deepening in the social sphere, specifically on hybrid organizations (social and commercial goals). This paper analyzes the configuration of coopetition strategies in social enterprises and how these strategies can improve social value devolution.Design/methodology/approachThe authors conducted a multicase study with Brazilian social enterprises and a social incubator. Semistructured interviews with founders of the social enterprises and the president of the incubator were the primary sources of evidence, supported by observations and secondary data.FindingsThe authors identified four main findings: (1) the social incubator induces coopetition among social enterprises; (2) coopetition is necessary to improve market performance; (3) coopetition is a natural strategy resulting from the activity of the social enterprise; (4) the behavior and context of social enterprises generate a new framework for coopetition formation. This framework comprises three stages of value: a social cooperation level to co-creation of value; second, a social competition level to the appropriation of value; and the third coopetition-balanced level to social value devolution.Originality/valueThe authors advance knowledge on coopetition in an exciting, underexplored context, social entrepreneurship. The authors highlight that the coopetition nature and outcome in social enterprises have specificities compared to traditional businesses. The authors also improve the understanding of social value devolution based on simultaneous cooperation and competition among small social enterprises, allowing theoretical and practical implications. Thus, they advance the recurring discussion in coopetition literature beyond the generation and appropriation of value.

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