Classifying Social Enterprises with Organizational Culture, Network and Socioeconomic Performance: Latent Profile Analysis Approach

Abstract

Culture is a key driving force in enhancing organizational performance. The results of recent studies indicate the importance of managers having the capacity to understand organizational culture and link it to organizational performance improvement. This study aims to examine the relationship between organizational culture and performance improvement in social enterprises. In the past, organizational culture was described in terms of a single dimension, but it is now understood that different cultures reflect different values and beliefs, in a seemingly contradictory manner, and can coexist within any given organization. We analyze the relationships among social enterprise networking, performance, and organizational culture, using the four organizational culture classifications of the competing values framework, which reflects recent perspectives. A survey was conducted among 100 social entrepreneurs, and latent profile analysis was applied to the data. The analytical results identify four latent profiles—namely, strong-balanced, weak-balanced, hierarchical, and group-dominant—and show that a balanced culture fosters high-level socioeconomic performance.

Critical Factors Affecting Sustainable Success of Social Service Systems

“…The analysis results showed that, firstly, the delivery system is more important than the administration or network in the social service system. As mentioned in many previous studies [58][59][60], the fact that the service delivery system is important in the area of social service or welfare service has been verified in this study as well. However, in this study, as compared to previous studies focusing on the integration of the delivery system, accessibility and participation possibility were considered the most important factors of the delivery system.…”

“…Therefore, activation of inter-organizational relationships is important for the provision of integrated service [56]. As part of the reorganization of the social welfare delivery system, governments are actively attempting to revitalize network cooperation between private and public institutions, that is, activating networking [57][58][59][60].…”

Sustainable Social Enterprise Model: Relationships and Consequences

“…As introduced earlier, unique for the present study is the combination of culture, social, environmental and economic outputs. Based on our exploratory factor analysis, the combination of measured items primarily from the original social and economic output constructs is perceived by employees as a single construct called socioeconomic performance, which is not a surprise as it is generally agreed that economic outputs and the delivery of social value comprise social enterprise performance [150]. For this reason, we name the new construct as "Socioeconomic Performance".…”

Social Trust and Open Innovation in an Informal Economy: The Emergence of Shenzhen Mobile Phone Industry

“…Second, we use inductive qualitative analysis to assess the extent to which social trust facilitates collaborative efficiency through open innovation in informal economies. This contributes to the broader institution's literature (e.g., legal institutions and social institutions), extending understanding of how social trust accounts for entrepreneurial activities in informal economies and influences social and economies outcomes from entrepreneurship [30][31][32].…”