This study explores the dynamics of workforce diversity, diversity management, and organizational performance in social enterprises. Semi‐structured in‐depth interviews were conducted with 14 individuals working in the social enterprise sector in Los Angeles, California, including both top management and regular employees. Data were analyzed using thematic analysis rooted in grounded theory. Overall, high levels of diversity in gender, race/ethnicity, education, and sexual orientation were identified in social enterprises, while low levels of age and value diversity were found. Workforce diversity and diversity management were reported to be crucial factors that positively influence organizational performance. Although interviewees considered diversity management to play an important role in promoting organizational performance, they were less likely to implement diversity management themselves. By providing important insights into workforce diversity, diversity management, and organizational performance in social enterprises, this study contributes to an understanding of the dynamics and provides suggestions for sustainability in social enterprises.
The aim of this paper was to understand the similarities and differences between social enterprise (SE) systems in Korea and Bangladesh in terms of the emergence, background, development, and current status of the SE's policies and support systems in these two countries. This study employs a conceptual qualitative analysis, and the data used in this study were obtained from multiple reliable literature reviews. The data were analyzed based on a text‐by‐text comparison of social enterprises in the two countries, and the results were revealed through written explanation. In Korea, the SE system emerged as social employment creation plan after the currency crisis in 1997. Later, in 2007, this movement turned into the “Social Enterprise Promotion Act.” Conversely, in Bangladesh, the SE system emerged as a result of NGOs’ activities to “alleviate poverty” and “facilitate job creation” after the War of Independence in 1971 in an informal socioeconomic conditions. There is no explicit legal form of SEs in Bangladesh. This study also suggests the nature and scope of SEs and the barriers to sustainability of SEs in both countries. The study also emphasized the foundations to develop relevant policies as well as clear regulations for the future sustainability of the SEs of these two countries.
The purpose of this study is to explore the organizational factors that accelerate for turning BRAC into a sustainable Social Enterprise (SE). As such, using the organization BRAC as a case study, this study focused on two main objectives: first, to explore its organizational strategy or approach as SE and second, to evaluate the ability of the organization to maintain its organizational value as an NGO while operating SEs. This work constitutes exploratory research based on case study method. The data collection method is divided into two parts: in the first part the relevant literature was reviewed, and in the second part purposive sampling method was used in the form of an in-depth interview. Findings suggests that BRAC generated some key organizational factors including addressing specific social and client's needs, introduced unique 'BRAC Model' and strategy for their SEs, visionary leadership and competent management with proper organizational foundation assist the organization in its capacity to become a sustainable and successful SE. This research has policy implications findings common elements yet innovative approaches for establishing SE among NGOs in Bangladesh, in order to come up with institutional regulations in informal economy and instable political system.
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