Improvement of Social Capital in Daejeon through Social Economy-organizations : Focusing on the Cases of Daejeon

2014 ◽  
Vol 25 (1) ◽  
Author(s):  
Do Kyun Kim
Keyword(s):  
Social Capital ◽  
Social Economy ◽  
Social Economy Organizations

scholarly journals Resource-Based View (RBV) of Unincorporated Social Economy Organizations

2013 ◽  
Vol 4 (1) ◽  
Author(s):  
Kunle Akingbola
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Social Economy ◽  
Capital Social ◽  
Resource Based View ◽  
Social Fabric ◽  
Social Mission ◽  
Capital Humain ◽  
The Social ◽  
Social Economy Organizations

ABSTRACT This article examines three related questions about unincorporated social economy organizations (USEOs): What are the characteristics of these social economy organizations? What is the unique bundle of resources that gives rise to and sustains their operations? Is there evidence of bricolage in these organizations? The findings suggest that USEOs are driven foremost by a social mission. USEOs provide diverse services and products including economic and specialized social activities, which are integral to the social fabric of society. The results also show that they combine and leverage two core resources – social capital and human capital – to support the operations of their organizations. Moreover they appear to draw on whatever resources are at their disposal to support the activities of the organization. This suggests that USEOs are involved in bricolage activities, which could explain the longevity of many of the organizations. RÉSUMÉ Cet article répond à trois questions étroitement liées sur les organismes d’économie sociale non constitués en société : Quelles sont les caractéristiques de ces organismes? Quelles sont les ressources particulières qui leur permettent de fonctionner? Ces organismes ont-ils recours au bricolage (dans le sens que Claude Lévi-Strauss prête à ce mot)? Les résultats indiquent qu’une mission sociale est ce qui motive les organismes d’économie sociale non enregistrés. Ces derniers fournissent une diversité de produits et services, y compris des activités économiques et sociales spécialisées qui sont essentielles pour la solidarité sociale. Les résultats montrent aussi que ces organismes combinent deux ressources clés – le capital social et le capital humain – afin d’appuyer le bon fonctionnement de leurs organisations. En outre, pour ce faire, ils ont apparemment recours à toute ressource qui soit à leur portée. Cette dernière pratique indique que les organismes d’économie sociale non constitués en société mènent vraisemblablement des activités de bricolage, ce qui pourrait expliquer pourquoi bon nombre de leurs organisations ont si longue vie.

The Effects of Resources on Social Activity and Economic Performance in Social Economy Organizations

2016 ◽  
Vol 26 (4) ◽  
pp. 499-511 ◽  
Author(s):  
Francisco José López-Arceiz ◽  
Ana José Bellostas Pérezgrueso ◽  
María Pilar Rivera Torres
Keyword(s):  
Economic Performance ◽  
Social Activity ◽  
Social Economy ◽  
Social Economy Organizations

scholarly journals Sustainability of social economy organizations (SEOs): An analysis of the conditions for surviving and thriving

2021 ◽  
Author(s):  
Daewook Kim ◽  
Wonhyuk Cho ◽  
Barbara Allen
Keyword(s):  
Social Economy ◽  
Necessary Condition ◽  
Causal Process ◽  
Study Approach ◽  
Collaborative Networking ◽  
Social Economy Organizations ◽  
And Performance ◽  
Business Competitiveness

Social economy organizations (SEOs), designed to do good for society, have been attracting significant attention as an alternative to purely profit-driven businesses. However, the sustainability of these hybrid organizations has been questioned due to the challenges in meeting the dual bottom-lines of financial performance and social purpose. This article takes a causal-process tracing (CPT) case study approach and analyzes eight SEOs to investigate the common characteristics of sustainable SEOs. The results of the analysis show that effective leadership is a sufficient (but not necessary) condition for the survival of SEOs, while leadership is a necessary (but not sufficient) condition for SEOs’ thriving. Business competitiveness is found to be necessary for SEOs’ long-term success and performance over time. Collaborative networking is a contributory condition for SEOs thriving but not a necessary condition for their survival.

Telework as a Driver of the Third Sector and its Networks

2013 ◽  
pp. 83-95 ◽  
Author(s):  
Angel Belzunegui-Eraso ◽  
Amaya Erro-Garcés ◽  
Inmaculada Pastor-Gosálbez
Keyword(s):  
Social Economy ◽  
Third Sector ◽  
Considerable Change ◽  
The Public ◽  
The Third ◽  
Transmission Of Information ◽  
Traditional Organization ◽  
The Third Sector ◽  
Social Economy Organizations

This chapter examines the role of telework as a driving force behind third sector activities and in the creation of networks and links between organizations in that sector. Telework as a tool has generated considerable change in the traditional organization of work. Its effectiveness lies in its ability to respond more quickly to customer requirements and to users and beneficiaries of third sector and social economy organizations. Online connections and services provided by telework have also led to a greater density of contacts between organizations in the third sector, which promotes the transmission of information and collaborative practices in providing services to the public.

Social Accounting for Social Economy Organizations

2010 ◽  
pp. 1380-1384
Author(s):  
Samiul Hasan ◽  
Ruth Crocker ◽  
Damien Rousseliere ◽  
Georgette Dumont ◽  
Sharilyn Hale ◽  
...  
Keyword(s):  
Social Economy ◽  
Social Accounting ◽  
Social Economy Organizations

Social capital as a distinctive feature of Social Economy firms

2012 ◽  
Vol 8 (4) ◽  
pp. 437-448 ◽  
Author(s):  
Carrie M. Bauer ◽  
Carmen Guzmán ◽  
Francisco J. Santos
Keyword(s):  
Social Capital ◽  
Distinctive Feature ◽  
Social Economy

scholarly journals PENGENTASAN KEMISKINAN DI ARAS LOKAL (Studi Kasus di Desa Rutong dan Desa Leahari, Kecamatan Leitimor Selatan Kota Ambon, Provinsi Maluku)

2016 ◽  
Vol 4 (1) ◽  
Author(s):  
Simon Pieter Soegijono
Keyword(s):  
Social Capital ◽  
Key Words ◽  
Social Economy ◽  
Qualitative Approach ◽  
Poor People ◽  
Survival Strategy ◽  
Government Organization ◽  
Study Case

There was a lot of study about the proverty phenomenon of society. Most of them aim at proverty character and to observe poor people’s eforts as individual or society group to fulfil their life needs, and their capability to survive as well. In case, proverty problem became important notice of stake holders, include government and non government organization. It also considered from all perspective, like social, economy dan culture for decreasing the amount of poor people. At the very least, it done by qualitative approach with study case, can reveal the proverty problem. This research is done at Rutong and Leahari villages, subdistrict Leitimur Selatan Ambon city. Key words: motivation, social capital, survival strategy

scholarly journals Trust as catalyst for the organizational performance. A focus on a medium-size IT Romanian company

2017 ◽  
Vol 11 (1) ◽  
pp. 770-778
Author(s):  
Raluca Badea
Keyword(s):  
Social Capital ◽  
Organizational Performance ◽  
Quantitative Research ◽  
Social Economy ◽  
Primary Component ◽  
Medium Size ◽  
Core Element ◽  
The Social ◽  
The Individual ◽  
High Level

Abstract In an environment where the shift from knowledge to social economy forces the company to identify a new sustainable approach to attire, motivate and retain employees, partners and shareholders, social capital and its elements seem to be the key. The focus of the article is to prove the contribution that trust, in its entirety, as primary component of the social capital, has on the organizational performance of the company. The centric piece of the paper is based on a quantitative research conducted in a medium size IT company and it is designed to support the hypotheses per which a high level of trust will positively influence the overall business results. Regardless if it’s societal trust, market trust, relationship trust or selftrust, the respondents are requested to assess its multiple dimensions as these are translated into the company’s principles and values, the leaders’ strategy to improve the life of the shareholders, the company’s brands and their impact on the consumers, the relationship between individual and his/her peers and managers, as well as the individual’s aspirational behavior to be a trusted colleague/employee. Analyzing the results of the questionnaire, trust as core element of the social capital appears to be a main factor that drives the competitive advantage, designed to boost the employees’ energy, increase the sustainability for the company, irreversibly gain the confidence of stakeholders and eventually act a catalyst for the individual and organizational performance. The in-progress results of this paper represent significant key findings that trigger a more advance research, at a larger scale, by evaluating other companies, with similar employees’ profile to confirm the magnitude of this influence and convince the business leaders to continue supporting the creation and leverage of social capital in general and strive to generate, build and maintain trust as a must have asset.

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