Building a Performance Assessment Model for Social Enterprises-Views on Social Value Creation
Science Journal of Business and Management
Volume 2, Issue 1, February 2014, Pages: 1-9
Received: Dec. 8, 2013; Published: Jan. 10, 2014
Views 3187      Downloads 195
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
Rong-Hwa Huang, Department of Business Administration, Fu Jen Catholic University, New Taipei City, Taiwan
Yun-Chen Lee, Department of Business Administration, Fu Jen Catholic University, New Taipei City, Taiwan
Article Tools
PDF
Follow on us
Abstract
This study develops a comprehensive performance evaluation model that not only considers enterprise business operations but also presents conclusions regarding its social mission and impact. The performance measurement model includes three dimensions: essence of social enterprise, social impact and business operations. This study used analytic network process (ANP) to determine the importance weight of each dimension, issue and assessment indicator. The proposed model can hopefully help managers of social enterprises to achieve performance benchmarks. Furthermore, this study uses three case studies to demonstrate the practicability of the proposed performance measurement model. This study can also help social entrepreneurs achieve social missions.
Keywords
Social Enterprise, Social Impact, Performance Evaluation, Analytic Network Process
To cite this article
Chang-Lin Yang, Rong-Hwa Huang, Yun-Chen Lee, Building a Performance Assessment Model for Social Enterprises-Views on Social Value Creation, Science Journal of Business and Management. Vol. 2, No. 1, 2014, pp. 1-9. doi: 10.11648/j.sjbm.20140201.11
References
[1]
Alter, K. (2007), Social enterprise typology, United State: Virtur Ventures LLC.
[2]
Bagnoli, L., & Megali, C. (2011), Measuring Performance in Social Enterprises. Nonprofit and Voluntary, Sector Quarterly, 40(1), 149-165.
[3]
Carlucci, D., & Schiuma, G., (2009), Applying the analytic network process to disclose knowledge assets value creation dynamics. Expert Systems with Applications, 36(4), 7687-7694.
[4]
Clark, C. & Brennan, L. (2012) Entrepreneurship with social value: a conceptual model for performance measurement. Academy of Entrepreneurship Journal, 18(2), 17-39.
[5]
Dees, J.G. (2001), The Meaning of "Social Entrepreneurship", Center for the Advancement of Social Entrepreneurship, Fuqua School of Business, Duke University, search date: 2012.10.27, From: http://www.caseatduke.org/ documents/ dees_sedef.pdf
[6]
Granados, M.L., Hlupic V, Coakes E., & Mohamed, S., (2011), Social enterprise and social entrepreneurship research and theory: A bibliometric analysis from 1991 to 2010. Social Enterprise Journal, 7(3), 198-218.
[7]
Huang, R.H., Yang, C.L., & Kao, C.S., (2012), Assessment Model for Equipment Risk Management: Petrochemical Industry Cases. Safety Science, 50(4), 1056-1066.
[8]
Kramer, M.R., (2005), Measuring Innovation: Evaluation in the Field of Social Entrepreneurship, United State: Foundation Strategy Group.
[9]
Lane, M.D., & Casile, M. (2011), Angels on the head of a pin: The SAC framework for performance measurement in social entrepreneurship ventures. Social Enterprise Journal, 7(3), 238-258.
[10]
Lee, L.M., & Yang,C.L., (2013), Key Success Factors in Female Micro Entrepreneurship. Service Science and Management Research, 2(3), 39-47.
[11]
Mair, J.. & Martı´, I. (2006), Social entrepreneurship research: a source of explanation, prediction, and delight. Journal of World Business, 41(1), 36-44.
[12]
McLoughlin, J., Kaminski, J., Sodagar, B., Sabina K., Harris, R., Arnaudo, G., & Mc Brearty, S. (2009), A strategic approach to social impact measurement of social enterprises: The SIMPLE methodology. Social Enterprise Journal, 5(2), 154-178.
[13]
New Economics Foundation, (2004), Social Return on Investment: Valuing what matters; findings and recommendations from a pilot study, London, New Economics Foundation. http://www.neweconomics.org/gen/uploads/ ck3oqu45 15ubcv55e1xhminn21042004165114.pdf (15/11/12).
[14]
New Economics Foundation, (2005), Measuring value creation in Social Firms: a do-it-yourself training manual for SROI.
[15]
Norman, W., & MacDonald. C., (2004), Getting to the Bottom of Triple Bottom Line. Business Ethics Quarterly, 14(2), 243-262.
[16]
Porter, M.E., & Kramer, M.R., (2006), Strategy and society: the link between corporate social responsibility and competitive advantage. Harvard Business Review, 84(12), 78-92.
[17]
Porter, M.E., & Kramer, M.R., (2011), The big idea: creating shared value. Harvard Business Review, 89(1), 1-17.
[18]
Rotheroe, N., & Richards, A., (2007), Social return on investment and social enterprise: transparent accountability for sustainable development. Social Enterprise Journal, 3(1), 31-48.
[19]
Saaty T. L., (2005), Theory and applications of the analytic network process: decision making with benefits, opportunities, costs, and risks.USA: RWS Publication.
[20]
Social Enterprise UK, (2013), search date: 2013.06.11, From:http://www.socialenterprise.org.uk/about.
[21]
Somers, A., (2005), Shaping the balanced scorecard for use in UK social enterprises. Social Enterprise Journal, 1(1), 43-56.
[22]
Wood C., & Leighton D., (2010), Measuring Social Value: The Gap between policy and practice. London, UK: Demos.
[23]
Wu, W.Y., Shih, H.A., & Chan, H.C., (2009), The analytic network process for partner selection criteria in strategic alliances. Expert Systems with Applications, 36(3), 4646-4653.
[24]
Yang, C.L., & Huang, R.H., (2011), Key success factors for online auctions: analysis of auctions of fashion clothing. Expert Systems with Applications, 38(6), 7774-7783.
[25]
Yunus, M., (2006), Social Business Entrepreneurs are the Solution. Oxford: Said School of Business, University of Oxford.
ADDRESS
Science Publishing Group
1 Rockefeller Plaza,
10th and 11th Floors,
New York, NY 10020
U.S.A.
Tel: (001)347-983-5186