Social entrepreneurship: Exploring factors affecting organizational performance

• Main Author: Garciso, Henry Siman
• Format: text
• Language: English
• Published: Animo Repository 2009
• Subjects: Social entrepreneurship; Business
• Online Access: https://animorepository.dlsu.edu.ph/etd_masteral/3767; https://animorepository.dlsu.edu.ph/context/etd_masteral/article/10605/viewcontent/CDTG004559_P.pdf
• Institution: De La Salle University

The study explored entrepreneurial manager-based and enterprise factors affecting social enterprise organizational performance of two (2) social enterprises that are adapting embedded social program and business activities where both disciplines are one and the same, and two (2) integrated social enterprises where social program overlaps with business activities. The study aimed at identifying the operational models prevalent across social enterprises, factors affecting organizational performance, entrepreneurial styles being adapted by the entrepreneurial managers and the measures of organizational performance of social enterprises under this study. Guided by the social enterprise typology of Alter (2006), entrepreneurial style tool of Chavez (2000) and other relevant studies, the study hypothesized that 1.) The entrepreneurial manager based factors are similar across all social enterprise operational models; 2.) The enterprise factors are similar across all social enterprise models; 3.) Both entrepreneurial manager-based and enterprise factors are similar across all social enterprise operational models. The findings were generated through semi-structured interview with entrepreneurial managers, social enterprise documents and archival records review. Looking at the profiles of social enterprises in his study, it is seen that there is no unique model existing among them as their existence is consistent with most literature especially with that of Johnson et al. (2000) that social entrepreneurship is an evolving phenomenon. The social entrepreneurs also vary in form such as individual, group, organization or network of organization like what Light (2006) observed, which should be assisted by competent entrepreneurial managers to integrate operational sustainability as well as maintaining the organizations entrepreneurial nature in which Chakravarthy and Lorange (2007) emphasized so the duality of objectives will be fulfilled. The analysis of data through qualitative and quantitative tools revealed there is significant difference in 1.) Entrepreneurial manager-based 2.) Enterprise and 3.) Both factors across all social enterprises in this study. The Center for Social Entrepreneurship: Exploring Factors Affecting Organizational Performance, Henry S. Garciso ii Community Transformation Credit Cooperative (Social Enterprise 1) is the most successful across all social enterprise in this study in terms of organizational performance because it managed to translate social mission/vision into specific goals and business activities while generating successful results to achieve social and economic value. The social program and business activities of SE 1 is considered as Embedded since it is one and the same as it adapts complex operational models consisting of fee-for-service and employment models. While microfinance operation was registered as a credit cooperative in 2003, its operation has been in existence for fifteen (15) years which caters to micro-entrepreneurs together with children and youth from urban and rural families and street dwellers. SE 1s development framework is focused on making microfinance as a platform for evangelization by making all programs and services holistic and integrated. Through SE1s entrepreneurial manager who is an older male as compared to other managers in this study; a Christian with relevant educational background and work experience related to his field of work; the organization managed to succeed in translating aspirations into concrete set of strategies while strengthening organizational skills with the rest of its human resources and defining systems and infrastructure, organizational structure and culture. By strengthening organizational capacity, SE 1 is also the most successful in terms of result measures that consists of net income and asset growth; level of attainment of goals and objectives and other result indicators. The entrepreneurial styles Entrepati or mapagtuklas at mapagkalingang entreprenor, and Entreperin or mapagtuklas at kumpareng entreprenor were seen as the dominant entrepreneurial styles across all entrepreneurial managers in this study. Recommendations were made for social enterprises to consider improving organizational performance and helping strengthen existence of social entrepreneurship in the country. It was recommended to SE 1 to reinforce and continue best practice of strengthening social program and business activities integration to provide a more sustainable intervention while improving on areas of organizational capacity and result measurements for all social enterprises.