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There is a need for competition and having a competitive advantage for every enterprise. Moreover, a social enterprise is expected to maintain itself and expand exponentially through innovation and the application of technology. The need to survive implies the need for social innovation within the organizations. When the organization's goal is established, which is the prerequisite for starting a social enterprise, innovation aims to solve the problem. Innovation is a learning outcome that manifests itself into new product features, new products, or production methods. Social innovation is an incremental form of innovation because it emerges from the social needs of a community. The kind of innovation produced is oriented towards the community to provide a solution to their problem. Social enterprises have worked tirelessly to create solutions to the social issues that specific communities are facing. The findings in this research highlight intellectual capital as one of the most fundamental assets in a social enterprise. When discussed in terms of its three branches, intellectual capital's performance of social enterprises is significantly improved.   Received: 8 July 2021 / Accepted: 19 August 2021 / Published: 5 September 2021

This study aims to analyze the implementation of competency based human resource management, knowledge management, organizational culture, organizational performance, and the influential correlations both partially and simultaneously. The analysis unit of the study conducted in 42 regions in the five state-owned energy sector companies in Indonesia. Therefore, the units of observation in this study were composed of 47 middle managers, 81 line managers and 155 employees and analyzed by using the Structural Equation Model (SEM) based on the model variance with Partial Least Square (PLS). The result showed that the implementations of competency-based human resource management, knowledge management, organizational culture and organizational performance have been achieved well. The simultaneous implementation of competency-based human resource management and knowledge management had a small effect on the performance of the organization and so not significant. The simultaneous implementation of competency-based human resource management and knowledge management had a very large effect on the performance of the

This study aims to understand performance of social enterprises and assess the most influential factors affecting this performance based on a Systematic Literature Review (SLR). The study extracted data (articles) from three prominent databases (Scopus, Web of Science and Google Scholar). Four main determinant groups of performance are identified, namely, technology and innovation, investment considerations, overall organization orientation and a general category of other influential factors. The results indicate that fiscal, environmental, social contexts, creative methods and employee contributions have a major influence on the performance of social enterprises. It was also revealed that strategic and business orientation has proven to be a significant contributor as well. The findings contribute to social entrepreneurship literature in terms of performance improvement of hybrid enterprises. Future research suggestions are provided based on the findings.

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