Science Journal of Business and Management

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Building a Performance Assessment Model for Social Enterprises-Views on Social Value Creation

Received: 08 December 2013    Accepted:     Published: 10 January 2014
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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.

DOI 10.11648/j.sjbm.20140201.11
Published in Science Journal of Business and Management (Volume 2, Issue 1, February 2014)
Page(s) 1-9
Creative Commons

This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.

Copyright

Copyright © The Author(s), 2024. Published by Science Publishing Group

Keywords

Social Enterprise, Social Impact, Performance Evaluation, Analytic Network Process

References
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[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.
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[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.
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Author Information
  • Department of Business Administration, Fu Jen Catholic University, New Taipei City, Taiwan; Social Enterprise Research Center, Fu Jen Catholic University, New Taipei City, Taiwan

  • Department of Business Administration, Fu Jen Catholic University, New Taipei City, Taiwan

  • Department of Business Administration, Fu Jen Catholic University, New Taipei City, Taiwan

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  • APA Style

    Chang-Lin Yang, Rong-Hwa Huang, Yun-Chen Lee. (2014). Building a Performance Assessment Model for Social Enterprises-Views on Social Value Creation. Science Journal of Business and Management, 2(1), 1-9. https://doi.org/10.11648/j.sjbm.20140201.11

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    ACS Style

    Chang-Lin Yang; Rong-Hwa Huang; Yun-Chen Lee. Building a Performance Assessment Model for Social Enterprises-Views on Social Value Creation. Sci. J. Bus. Manag. 2014, 2(1), 1-9. doi: 10.11648/j.sjbm.20140201.11

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    AMA Style

    Chang-Lin Yang, Rong-Hwa Huang, Yun-Chen Lee. Building a Performance Assessment Model for Social Enterprises-Views on Social Value Creation. Sci J Bus Manag. 2014;2(1):1-9. doi: 10.11648/j.sjbm.20140201.11

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  • @article{10.11648/j.sjbm.20140201.11,
      author = {Chang-Lin Yang and Rong-Hwa Huang and Yun-Chen Lee},
      title = {Building a Performance Assessment Model for Social Enterprises-Views on Social Value Creation},
      journal = {Science Journal of Business and Management},
      volume = {2},
      number = {1},
      pages = {1-9},
      doi = {10.11648/j.sjbm.20140201.11},
      url = {https://doi.org/10.11648/j.sjbm.20140201.11},
      eprint = {https://download.sciencepg.com/pdf/10.11648.j.sjbm.20140201.11},
      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.},
     year = {2014}
    }
    

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    AB  - 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.
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