Relationships Between Entrepreneurship, Community Networking, and Economic and Social Performance in Social Enterprises: Evidence from South Korea

The Importance of Social Entrepreneurship Orientation and Social Salience on Hospital Performance: The Mediating Role of Business Planning

“…The effect of social entrepreneurship orientation on the performance of social enterprises According to this study, social entrepreneurship orientation has a significant effect on the achievement of social enterprises. The findings of this study are in line with the results of past research by Liu et al, (2014), Cho & Kim (2017), Meyskens et al, (2010), andCheah et al, (2019) where was found that the entrepreneurial approach had a beneficial effect on on the economic performance of social enterprises. The results obtained from this study are also in line with research by Dwivedi & Weerawardena (2018) which states that social entrepreneurship orientation is a strategic behavioral orientation that aims to resolve failures in the social world and create greater social value to maximize the social impact itself.…”

“…It is stated in a study by Liu et al, (2014) that marketing competence has a beneficial impact on the financial performance of social enterprises. Likewise, Cho & Kim (2017) also found that entrepreneurship has a positive relationship with the economic performance of social enterprises. Cheah et al, (2019) in their research revealed that taking an entrepreneurial approach to social enterprises improves their financial success.…”

The effects of scaling strategies on the scaling of social impact: Evidence from Chinese social enterprises

“…The third dimension is “scaling as system changes,” which emphasizes changes in policies, regulations, and laws to solve problems more substantially and fundamentally (Desa & Koch, 2014; Han & Shah, 2020; Westley et al, 2014). The final dimension is scaling for disadvantaged people, which accords priority to reaching and serving the underserved, neglected, or highly disadvantaged people in the scaling process (Cho & Kim, 2017; Crucke & Decramer, 2016; Weber et al, 2012).…”

“…Scaling for disadvantaged population (Weber et al, 2012) Maximize social well-being of the underserved, neglected, or highly disadvantaged population Community performance (Crucke & Decramer, 2016) Hire disadvantaged people (immigrants, low-skilled, elderly) and offer products/services to vulnerable people Social performance (Cho & Kim, 2017) Increase the employment of vulnerable people and increase in services for vulnerable people within the literature on SEs' social performance (Alarifi et al, 2019;Choi, 2015;Lee & Chandra, 2020;Ruvio & Shoham, 2011;Urban, 2015).…”

Linking Dynamic Capability and Innovation Strategy to Social Enterprise Performance: A Conceptual Model

“…Similarly, the social bottom line is the social equity and social values. They could be measured as sustaining the quality of life and social ecology Miles et al 2013), health and education improvement (Arogyaswamy 2017) and provision of access to work (Cho and Kim 2017). Finally, the environment ecology is the benefits to the natural capital and could be measured as the impacts to social relationships (Miles et al 2013) and energy consumption (Arena et al 2015).…”