Development of Growth Strategies for Social Enterprises
International Journal of Economics, Finance and Management Sciences
Volume 2, Issue 1, February 2014, Pages: 16-21
Received: Dec. 6, 2013; Published: Dec. 30, 2013
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Authors
Chang-Lin Yang, Department of Business Administration, Fu Jen Catholic University, New Taipei City, Taiwan; Social Enterprise Research Center, Fu Jen Catholic University, New Taipei City, Taiwan
Leemen Lee, Department of Business Administration, Fu Jen Catholic University, New Taipei City, Taiwan; Social Enterprise Research Center, Fu Jen Catholic University, New Taipei City, Taiwan
Yun-Chen Lee, Department of Business Administration, Fu Jen Catholic University, New Taipei City, Taiwan
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Abstract
This study classifies different types of social enterprises to clarify the problems of different types and propose methods of improvement. This study divides social enterprises into four types: benchmark driven, profit seeking, self-sufficient and mission driven, based on business operating situation. Moreover, empirical research is conducted to demonstrate the social enterprise development diagram through in-depth interviews. The respondents were mainly senior managers and social entrepreneurs. According to the interview results, the main characteristics of SEs are: 1. must content with poor public understanding of social responsibility and the concept of social enterprises; 2. Most social enterprises operate alone and lack group strength; 3. Most social enterprises are small-scale and lack competition. Ways to improve social enterprises include: 1. promote the concept of social enterprises and social entrepreneurs; 2. promote the social symbiotic system; 3. provide social enterprises with government funds and other resources.
Keywords
Social Enterprise, In-Depth Interview, Social Entrepreneurs
To cite this article
Chang-Lin Yang, Leemen Lee, Yun-Chen Lee, Development of Growth Strategies for Social Enterprises, International Journal of Economics, Finance and Management Sciences. Vol. 2, No. 1, 2014, pp. 16-21. doi: 10.11648/j.ijefm.20140201.13
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