Journal of Research Methodology, Volume 29, Number 1 (January-April 2016) ¡¢¡w¡}`¢²~¢²wzªÙ w£wª¡|Ý}wÐx|q}}¢²¢Úhz ª±}x| w¡}wªÜÞ²|ziÙw«ÝiÙ|z ¡¡zÙÙÐ1 w¤Ø ¢Þ²ÙÐ2 zh |Ù¡}Ù¢³ªÒÙ|Ù¡}ª¡|Ý}wÐ|Ù«wÙݪ®¢²£wªw¢²wq}}Ù«ÝÙw ¢²¢Úhz ª±}x| w¡}wªÜÞ² |z¬¢ ¤Ý|zÐxizÞ ªÜÞ² ziÙhq}}Ù«Ýq}}Ùw¢² Ú¢ hÚÝwwx|w¡}wªÜÞ² |z «Ý ªÜÞ²}hÚÝwwiÙw«ÝiÙ|z¢zªw¢²xi|wÚÝwwx|w¡}wªÜÞ²|zh|® q}}Ù¢² w£ ®i«whÜÙw¡}ªÜÞ² |zÝÚ¥Ùi ¢² £ z¤ØzhªÒÙww¢¡ ÙÐh «Ýw¤|h ªÙiÙ¥wziªÒÙ zÖ hÙq}}Ùw®i«wh ªzÞxh||z«Ýw¥i£|z®h«ÙhÙÙx|Ü«iq}}³|wÙ¢³®iwÜ×ÙÙw x|w¥Øw}w¢² ¢®i«wh¢Ù¢¤ |ÙÜÞÙ³ ÙÜw¢Ù¤ ||z«Ý¢w¡ª¡|ÙwØÐ xi¥ª¡|z¤ØÜ£|² ®i}wwØÐÚi¥ ¡x|w¡}wªÜÞ² |z®iw¥ Ù ®iÙwÜ×Ù«|}wÚhÙwªÞ³ |iÙ «®i¥wh|£|w¡}wªÜÞ²|z«h|¢²Ý¤®iÙ Ùw|Ùi|ª¡w¡}wªÜÞ²|z«h|¡w «¢²®i wwh|¥ØÐ} ÙÙ~}wzwªwzi¢w«ÝªzÞ²|Þ²ÙwÙ³Ù}w zwª|¡Ùw«ÜÐؤxw£wwh|ª¢²«ÝÞ²Ù° zzi|Ýh|¡Ù¥«zÜÙЪ¡|ª¤®i w¡ªzÝЬ¬ªw¬z|i|4&.1-4 }ww}Üh¬ªw¢z|«ÝzªÞ² Þ®ihÙÚww¬z|i|Üh|³ q}}Ù«ÝÙw ¢¡ ¡Üª¡|whz ª±}x|w¡}wªÜÞ² |zh|¢Ù zÖq}}|whÝwiÝÚ¥Ùi ¢² £ z¤ØzhªÒÙwȕ Q w¢¡ ÙÐh ȕQ w¤|h ªÙiÙ¥wziªÒÙ zÖȕQ ªzÞxh||zȕ Q «Ýw¥i£|z®h«ÙhÙÙx|Ü«iȕQ h|®w±Úw¡}«|iª±ÙhÜÙw¡} ªÜÞ²|z¢zÜÙЪ¡|w«hÙiªÙÞ²|}wzhȕQq}}³|wÝwÙ¢³¡ÚÝwwx|w¡}w ªÜÞ²|zÙw}wÙ¢³Úw¡ªzÝÐ|zÐÝwª¡|ÞÙÙÝܤÜhÚÝwwiÙw«ÝiÙ|z¢z ªw¢²xi|wÚÝwwx|w¡}wªÜÞ²|zh|¢Ù zÖ¬¢ȕQ3 |Ù£wÙ¢³ z¢ Ø ¤ ݬÙÐ|³ z¢«Ýz¡ ¡ Ú¢®² i }w|Ù¡} }Ý iÙw ¡w«ÝÚ¥i ¡¢ªxi}£|«Ùz¡ |¢«Ýw}wx|w¡}wªÜÞ² |zwx£Ù³ «ÝÙ iªÜÞ² ªÒÙ«Ù|Ùww Ùw¤Ðwh|¢Ý¡¡Ú w¡}wªÜÞ²|z z zÖw¡}wªÜÞ²|zÚw ªÙ¡Ù|ÙiÙwÚw ªÙ¡Ù|ÙiÙ|z 1 Ù¡¡Ú¥iÚ¡zw¤¢Ø ¡z¡wzØÝÜءЫÝwÖ¢ }¤|wØÐ ¡w&NBJMTJSJQBLNBUUBWBOPOU!HNBJMDPN 2z¡wzØÝÜءЫÝwÖ¢}¤|wØСw Email: [email protected] 37 Journal of Research Methodology, Volume 29, Number 1 (January-April 2016) ¡¢¡w¡}`¢²~¢²wzªÙ The Empirical Study of Factors Affecting the Success of Social Enterprise on Marketing and Social Performances Siripak Mattavanont1 Guntalee Ruenrom2 ABSTRACT This study is the first empirical research conducted in Thailand to examine the performance of social enterprise (SE) through the involving internal and external factors. The objectives of this study are twofold: (1) to discover how the internal and the external factors affecting the success of SE performance and (2) to investigate how marketing and social performances associated with SE performance. The internal factors were social mission, value-based leadership, shared vision, and customer orientation. The external factors were perceived environmental uncertainty and relationship with external organizations. These six variables were based on integrating four theories, i.e. institutional theory, resourcebased view theory, social capital theory and contingency theory. Six SE executives were interviewed to explore the key success factors related to SE performance. Questionnaire were developed and pretested, then mailed to 1,450 SEs that were listed in Thai Social Enterprise Office (TSEO). The 300 completed questionnaire returned were from agricultural industry (50.3%), retails (23.7%), food and beverages (14.3%) and the rest were from finance, health care, tourists, education and others. The data was analyzed using SEM-PLS path modeling. The reliability and construct validity were assessed through measurement model. The results of structural model showed that all variables had significant and positive impacts on SE performance i.e. social mission (ȕ = 0.09, p < 0.05), value-based leadership (ȕ = 0.10, p < 0.01), shared vision (ȕ = 0.17, p < 0.01), customer orientation (ȕ = 0.23, p < 0.01), relationship with external organizations (ȕ = 0.19, p < 0.01), and perceived environmental uncertainty (ȕ = 0.11, p < 0.05). These variables explained 45% of SE performance. The results of second order construct also revealed that SE performance was strongly associated with marketing performance (ȕ = 0.92, p < 0.01), and social performance (ȕ = 0.92, p < 0.01), R2 = 0.85. The study provided theoretical and managerial contributions to academicians and executives to better understand the factors affecting SE performances in order to formulate effective marketing strategies for SEs. Keywords: Social enterprise, social enterprise performance, marketing performance, social performance 1 Corresponding Author, Ph.D. Candidate, Department of Marketing, Chulalongkorn Business School, Chulalongorn University, Bangkok 10330. Email: [email protected] 2 Department of Marketing, Chulalaongkorn Business School, Chulalongkorn University, Bangkok 10330. Email: [email protected] 38 ◆ Siripak Mattavanont and Guntalee Ruenrom ◆ *OUSPEVDUJPO 5IFTPDJBMFOUFSQSJTFJTBDPNQBOZGPVOEFEUPCSJOHBCPVUBTQFDJÇDTPDJBMDIBOHF SBUIFSUIBOUPHFOFSBUFQSPÇUQFSTF4USPUIPUUF8üTUFOIBHF "MUIPVHIUIF social enterprise may generate excess earnings, these earnings are typically reinvested in the social activity rather than distributed to owners or shareholders (Department of Trade and Industry, 2002). Thus, the social enterprise can be viewed as an entity FYJTUJOHCFUXFFOOPOQSPÇUBHFODJFTBOEGPSQSPÇUÇSNT%BSU%VOO3JMFZ Social enterprise receives an increasing interest in academic research (Lepoutre FUBM-VNQLJOFUBM., 2013). To date, much of the research on social enterprise IBTGPDVTFEPOUIFPSFUJDBMBTQFDUTBOEEFÇOJUJPOPGUIFDPODFQU#PS[BHB%FGPVSOZ $IFMM/ZTTFOT PONBOBHFSJBMBOEPSHBOJ[BUJPOBMBDUJWJUJFT3VUI BOE3JDL#FSTPOBOE"WPMJP-JOBOE8BOH4IPSFBOE4USBVTT 5PXOTFOEBOE)BSU BOEPOMFBEFSTIJQBOEFOUSFQSFOFVSTIJQ$IFMM %FFT 'PTUFS BOE #SBEBDI )PXFWFS MJUUMF XPSL IBT GPDVTFE PO UIF factors that contribute to the success of the social enterprise and factors that affect the ÇSNkTNBSLFUJOHBOETPDJBMPVUDPNFT5IVTUIFSFJTBSFTFBSDIHBQJOVOEFSTUBOEJOH performance factors of social enterprise. While there is ample research in understanding QFSGPSNBODFGBDUPSTGPSGPSQSPÇUÇSNTUIFTFGBDUPSTDBOOPUCFEJSFDUMZBQQMJFEUP TPDJBMFOUFSQSJTFCFDBVTFTPDJBMFOUFSQSJTFTBSFOPUPQFSBUFEXJUIQSPÇUNBYJNJ[JOH NPUJWFT%PIFSUZFUBM *OTUFBEUIFTPDJBMFOUFSQSJTFÇSNkTQVSQPTFJTJUT QFSGPSNBODFUIBUDPVMECFÇOBODJBMMZTVSWJWFEBOETVTUBJOFE5IVTFDPOPNJDQSPÇUBCJMJUZBOEFèDJFODZUIFDFOUSBMHPBMTPGGPSQSPÇUCVTJOFTTFTBSFOPUBQQSPQSJBUF measures for social enterprise performance. Less research has been done in this area. Therefore, how marketing and social performances can explain the social enterprise performance is worth to be explored. 3FTFBSDIPCKFDUJWFT n5PEJTDPWFSIPXUIFJOUFSOBMBOEFYUFSOBMGBDUPSTBGGFDUJOHUIFTVDDFTTPG social enterprise performance. 39 ◆ The Empirical Study of Factors Affecting the Success of Social Enterprise on Marketing and Social Performances ◆ n5PEJTDPWFSIPXUIFNBSLFUJOHBOEUIFTPDJBMQFSGPSNBODFTSFMBUFEUPUIF social enterprise performance. -JUFSBUVSFSFWJFX The study is based on four interrelated theories that address different dimensions of SE performance. These theories are institutional theory, resource-based view, contingency theory and social capital theory. These theories demonstrate that the DPOÈVFODF PG FYUFSOBM TUSVDUVSFT JOUFSOBM SFTPVSDFT FYUFSOBM PDDVSSFODFT TPDJBM SFMBUJPOTIJQTBOEDBQJUBMEFUFSNJOFUIFTVDDFTTPGBÇSN 5IFJOTUJUVUJPOBMUIFPSZTUBUFTUIBUUIFTVSWJWBMBOEMFHJUJNBDZPGBÇSNEFQFOET PO JUT JOTUJUVUJPOBM DPOUFYU BOE QPTJUJPO )BOEFMNBO "SOPME .FZFS 3PXBO3PZ4DPUU 'PSBOPSHBOJ[BUJPOUPÈPVSJTIJUOFFETUP BDLOPXMFEHF UIF OPSNT BOE QSJODJQMFT PG JUT JOTUJUVUJPOBM FOWJSPONFOU OPU KVTU FNQIBTJ[FT FèDJFODZ PS QSPÇU %BSU 5IF VOEFSMZJOH PG UIF JOTUJUVUJPOBM UIFPSZ JT UIBU B TIPSUUFSN QSPÇUPSJFOUFE NPUJWF JT OPU UIF XBZ UP FYQMBJO 4& QFSGPSNBODFCFDBVTFUIFZIBWFBOFYQMJDJUTPDJBMEJNFOTJPO)BOEFMNBO"SOPME *OTUJUVUJPOBM UIFPSZ QPTJUT UIBU JU JT B ÇSNkT TPDJBM NJTTJPO SBUIFS UIBO JUT QSPÇUPSJFOUBUJPOUIBUESJWFTTVDDFTT.BJS.BSUJ.BTPOFUBM *UBMTP BSHVFTUIBUBÇSNkTBEBQUBUJPOUPUIFFYUFSOBMJOTUJUVUJPOBMDPOUFYUEFUFSNJOFTJUTTVDDFTT )PXFWFSUIJTUIFPSZEPFTOPUBEESFTTJOUFSOBMGBDUPSTJOUIFÇSNkTTVDDFTTBOEUIJT XPVMECFUIFNBJOGPDVTPGUIFSFTPVSDFCBTFEWJFX3#7 5IF3#7BSHVFTUIBUUIFÇSNkTTVDDFTTXIJDIJTUZQJDBMMZNFBTVSFEJOQSPÇU PSFèDJFODZ JTEFUFSNJOFECZJUTVTFPGJOUFSOBMSFTPVSDFTBOEDBQBCJMJUJFT)BSU 3FTPVSDFTTVDIBTBTTFUTDBQBCJMJUJFTPSHBOJ[BUJPOQSPDFTTFTÇSNBUUSJCVUFT JOGPSNBUJPOLOPXMFEHFSFQVUBUJPOFUDDBOFOBCMFBÇSNUPDPODFJWFPGBOEJNQMFNFOU TUSBUFHJFT UIBU JNQSPWF JUT FèDJFODZ BOE FGGFDUJWFOFTT #BSOFZ %BGU 'FSOBOEF[FUBM(SBOU)BMM)FMGBU1FUFSSBG3PCFSUT %PXMJOH 5IF3#7SFÈFDUTBWJFXPOIPXÇSNTDBOHBJOBOELFFQTVTUBJOBCMF DPNQFUJUJWFBEWBOUBHFJOUIFNBSLFU#BSOFZ 5IVTUIF3#7TBZTUIBUUIF JOUFSOBMDPOEJUJPOPGBÇSNBOEJUTVTFPGBWBJMBCMFSFTPVSDFTJTBEFUFSNJOBOUPGTVDDFTT 40 ◆ Siripak Mattavanont and Guntalee Ruenrom ◆ )PXFWFSUIF3#7EPFTOPUSFMBUFUPUIFÇSNkTFYUFSOBMFOWJSPONFOUGPSFYBNQMF the industrial or social context. For this aspect of performance, the contingency theory can be of use. The contingency theory relates to external conditions and environment that a ÇSNNVTUEFBMXJUIUPCFTVDDFTTGVM'SFEFSJDLT4BODIF[ &OWJSPONFOUBM VODFSUBJOUZBOETQFDJÇDPDDVSSFODFTDBOBGGFDUUIFTUSBUFHJDNBOBHFNFOUPGBÇSN 7FOLBUSBNBO 5IFDPOUJOHFODZUIFPSZJTUIFNPTUDPNNPOMZVTFEUPXBSEUIF TUSBUFHZGPSNBUJPOBOEEFDJTJPONBLJOH%JFSEPODL.JMMFS CFDBVTFJUSFÈFDUT UIFFYUFSOBMDPOEJUJPOTBOEVODFSUBJOUZUIBUBÇSNNVTUGBDFJOVTJOHJUTSFTPVSDFT 'SFEFSJDLT "TXFTFFUIFJOTUJUVUJPOBMUIFPSZUIF3#7BOEUIFDPOUJOHFODZUIFPSZBSF all related to the conditions of the social enterprise at an organizational level. However, none of these three theories address the people which are very critical to the success of BÇSN5IFTPDJBMDBQJUBMUIFPSZSFMBUFTUPTUSVDUVSBMSFMBUJPOBMBOEDPHOJUJWFEJNFOTJPOT PG IVNBO BDUJWJUZ XJUIJO B ÇSN $JDPVSFM -JOEFOCFSH )BLBOTTPO 4OFIPUB)PF3PTUJMB 4PDJBMDBQJUBMSFMBUFTUPEJGGFSFOUMFWFMTTVDI as individual, community, and society (Russkanen, 2001). Elements of social capital include individual skill, resources and attitudes, community norms and social networks, BOEOPSNTPGMBXBOEKVTUJDFBOEDPNNVOJDBUJPO3VTTLBOFO 5IVTTPDJBM DBQJUBMBOEJUTBDUJPOJOBÇSNQMBZTBOJNQPSUBOUSPMFJOEFUFSNJOBUJPOPGUSVTUBOE communication between individuals and groups. Additionally, it results in improved collaboration, facilitation, and coordination between individuals and groups (Russkanen, *OTIPSUUIFTPDJBMDBQJUBMUIFPSZFYQMBJOTIPXJOEJWJEVBMTHSPVQTBOEÇSNT DBOXPSLUPHFUIFSJOPSEFSUPBDIJFWFUIFTQFDJÇDHPBMT 5IFDPODFQUVBMNPEFMBOEIZQPUIFTFT The conceptual framework combines internal factors (social mission, value-based leadership, shared vision, and customer orientation) and external factors (perceived environmental uncertainty and relationship with external organizations) affecting social enterprise performances which can be measured through social and marketing performances. 41 ◆ The Empirical Study of Factors Affecting the Success of Social Enterprise on Marketing and Social Performances ◆ 4PDJBMNJTTJPO 5IFTPDJBMFOUFSQSJTFkTTPDJBMNJTTJPOJTUIFSFBTPOGPSFYJTUFODFTVDIBT improving economic opportunity for women or providing mental health services 4DIFMMIPSO 5IFTPDJBMFOUFSQSJTFkTQFSDFJWFEMFHJUJNBDZJTJUTBDDFQUBODFBTBO activity that is socially positive and undertaking a real need in an appropriate way ,JOEFS%PNJOJ 4JODFUIFTPDJBMFOUFSQSJTFDBOOPUEFNPOTUSBUFMFHJUJNBDZ UISPVHIQSPÇUHFOFSBUJPOJUOFFETUPIBWFBDMFBSMZEFÇOFEBOEMFHJUJNBUFTPDJBM NJTTJPO .FZFS 3PXBO 3PZ 4DPUU 5IVT UIF JOTUJUVUJPOBM UIFPSZTUBUFTUIBUUIFTPDJBMFOUFSQSJTFNVTUIBWFBDMFBSMZEFÇOFETPDJBMNJTTJPOUP contribute to legitimacy that is undertaking a legitimate activity and perceptions of TVDDFTTXIJDIDBOOPUCFNFBTVSFECZQSPÇUT)BOEFMNBO"SOPME.FZFS 3PXBO3PZ4DPUU 5IFÇSTUIZQPUIFTJTJTTUBUFE )4PDJBMNJTTJPOIBTBQPTJUJWFJOÈVFODFPOTPDJBMFOUFSQSJTFQFSGPSNBODF 2. 7BMVFCBTFEMFBEFSTIJQ 7BMVFCBTFE MFBEFSTIJQ JT B TUSPOH DPOOFDUJPO CFUXFFO UIF WBMVF BOE JEFPMPHJFTPGBMFBEFSBOEGPMMPXFST)PVTFFUBM0k5PPMF 7BMVFCBTFE MFBEFSTIJQJTDSJUJDBMVOEFSUIF3#7XIJDIIPMETUIBUBMFBEFSkTSPMFJOBÇSNJTPOF PGUIFDSJUJDBMTPVSDFTPGJOJNJUBCMFDPNQFUJUJWFBEWBOUBHF#BSOFZ CFDBVTFB MFBEFSEJSFDUTUIFPSHBOJ[BUJPOkTTUSBUFHZTZTUFNTBOEBTTJHONFOUPGSFTPVSDFT)BSU 1SFWJPVTTUVEJFTGPVOEUIBUWBMVFCBTFEMFBEFSTIJQIBTCFFOBDSJUJDBMGBDUPSPG ÇSNTVDDFTT'SZ.BUIFSMZ-JV'V8V 5IVTUIF)JTTUBUFE )7BMVFCBTFEMFBEFSTIJQIBTBQPTJUJWFJOÈVFODFPOTPDJBMFOUFSQSJTF QFSGPSNBODF 4IBSFEWJTJPO A shared vision, or common goals and aspirations of the members of an FOUFSQSJTFJTWFSZJNQPSUBOUGPSBÇSNkTTVDDFTT5TBJ(IPTIBM /PUPOMZUIJT insight is derived from social capital theory which addresses the need for shared vision and coordinated action in order to achieve organizational goals (Russkanen, 2001), 42 ◆ Siripak Mattavanont and Guntalee Ruenrom ◆ CVUJUBMTPSFQSFTFOUTPOFPGUIFSFTPVSDFTPGUIFÇSNVOEFSUIF3#7)BSU 5IFTIBSFEWJTJPOJTUZQJDBMMZNPEFMFEBTEFSJWFEGSPNBMFBEFSkTCFMJFGTBOEWBMVFT BOEEJTTFNJOBUJOHUISPVHITPDJBMOFUXPSLTBOESFMBUJPOTIJQT$IPX$IBO 5IVTUIFTIBSFEWJTJPOJTPOFJOEJDBUPSPGSFMBUJPOTIJQTBOEOFUXPSLTXJUIJOBÇSN /BIBQJFUBOE(IPTIBM8PPMDPDL/BSBZBO 5IFUIJSEIZQPUIFTJTJT )4IBSFEWJTJPOIBTBQPTJUJWFJOÈVFODFPOTPDJBMFOUFSQSJTFQFSGPSNBODF $VTUPNFSPSJFOUBUJPO $VTUPNFSPSJFOUBUJPOSFMBUFTUPUIF3#7BTJUJTBTUSBUFHJDBQQSPBDIBCPVU IPXUPNFFUDVTUPNFSOFFET"QQJBO"EV4JOHI%FTIQBOEFFUBM -FWJUU " ÇSNkT BCJMJUZ UP FGGFDUJWFMZ VTF DVTUPNFS JOGPSNBUJPO QSFWBJMT DPNQFUJUJWFBEWBOUBHFJOUIFNBSLFU#BSOFZ 5IVTDVTUPNFSPSJFOUBUJPOTIPXT IPXXFMMBÇSNDBONFFUJUTTPDJBMHPBMTBOEUPNBJOUBJOJUTFDPOPNJDQFSGPSNBODF BOETVTUBJOBCJMJUZ$PCVSO3JKTEJKL8FQQFO$PDISBOF 5IFGPVSUI hypothesis is stated: )$VTUPNFSPSJFOUBUJPOIBTBQPTJUJWFJOÈVFODFPOTPDJBMFOUFSQSJTF QFSGPSNBODQFSGPSNBODF 3FMBUJPOTIJQXJUIFYUFSOBMPSHBOJ[BUJPOT 3FMBUJPOTIJQXJUIFYUFSOBMPSHBOJ[BUJPOJNQMJFTUIFQPTJUJPOPG4&%BSU JOUIFNBSLFUUIBUBÇSNDBOESBXGPSDPPQFSBUJPOFYUSBSFTPVSDFTBOEEFWFMPQNFOU -JOEFOCFSH3PTUJMB *OUFSPSHBOJ[BUJPOBMSFMBUJPOTIJQTDBOCFDPODFQUVBMJ[FE BTPSHBOJ[BUJPOBMMFWFMCPOETXIJDIFOBCMFPSHBOJ[BUJPOTUPESBXPOFBDIPUIFSkT SFTPVSDFT)BLBOTTPO4OFIPUB 4PDJBMFOUFSQSJTFTDBOVTFFYUFSOBMSFMBUJPOTIJQT GPSDBQBDJUZCVJMEJOHDPNNVOJUZEFWFMPQNFOUBOEDPPQFSBUJWFBDUJWJUJFT"VTUJO Campbell-Hunt, Freeman and Dickson, 2010), as well as to learn about the environment BOEEFBMXJUIFOWJSPONFOUBMVODFSUBJOUZ$IFX.B[[BSPM-JNOJPT3FCPVE 5IVTUIFÇGUIIZQPUIFTJTJT )3FMBUJPOTIJQXJUIFYUFSOBMPSHBOJ[BUJPOTIBTBQPTJUJWFJOÈVFODFPO TPDJBMFOUFSQSJTFQFSGPSNBODF 43 ◆ The Empirical Study of Factors Affecting the Success of Social Enterprise on Marketing and Social Performances ◆ 1FSDFJWFEFOWJSPONFOUBMVODFSUBJOUZ 1FSDFJWFEFOWJSPONFOUBMVODFSUBJOUZSFGFSTUPBÇSNkTBCJMJUZUPQFSDFJWFE uncertainty of environment where the organization is. The environment includes customer, competitor, technology sectors, and state of dynamism it is facing. It is EFSJWFEGSPNDPOUJOHFODZUIFPSZ%PXOFZ4MPDVN%VODBO)JDLTPO FU BM 4DINJEU $VNNJOHT )PX UIF ÇSN SFTQPOET UP QFSDFJWFE environmental uncertainty will determine strategic success in the market (Fredericks, 5IVTUIFTJYUIIZQPUIFTJTJT )1FSDFJWFEFOWJSPONFOUBMVODFSUBJOUZIBTBOJOÈVFODFPOTPDJBMFOUFSQSJTF QFSGPSNBODF .BSLFUJOHQFSGPSNBODF .BSLFUJOHQFSGPSNBODFTUSPOHMZSFMBUFTUPUIFÇOBODJBMTVTUBJOBCJMJUZPGB ÇSN'JHHF4BM[NBOOFUBM 4&TTUJMMOFFEUPHFOFSBUFSFWFOVFUPDPQF up with its expenses so that the earnings excess can be used to facilitate its operation to achieve the social mission. Therefore SE performance and marketing performance should be related. The hypothesis is stated: )4PDJBMFOUFSQSJTFQFSGPSNBODFIBTBQPTJUJWFSFMBUJPOTIJQXJUINBSLFUJOH QFSGPSNBODF 4PDJBMQFSGPSNBODF Social performance is an integral measure of the economic, social, and FOWJSPONFOUBMQFSGPSNBODFPGUIF4&kTBDUJWJUJFTJOTIPSUBOEMPOHUFSNT.PSJ Christodoulou, 2011). SE performance also needs to take into account the needs of various stakeholders, including service providers, clients, governments, etc. (Brignall .PEFMM 6OEFSJOTUJUVUJPOBMUIFPSZTPDJBMQFSGPSNBODFPSUIFFGGFDUJWFOFTT PGUIFTPDJBMFOUFSQSJTFkTVOEFSUBLJOHPGJUTTFMFDUFETPDJBMSPMFJTJUTNBJOTPVSDFPG MFHJUJNBDZ)BOEFMNBO"SOPME 5IVT)JTTUBUFE )4PDJBMFOUFSQSJTFQFSGPSNBODFIBTBQPTJUJWFSFMBUJPOTIJQXJUITPDJBM QFSGPSNBODF 44 ◆ Siripak Mattavanont and Guntalee Ruenrom ◆ 'JHVSF Conceptual framework and hypotheses 3FTFBSDINFUIPEPMPHZ The research combines both qualitative and quantitative studies to develop research instrument for data collection. Then, the data from completed and returned questionnaire were analyzed using SPSS and SEM - PLS. 1PQVMBUJPOTBNQMJOHNFUIPEBOETBNQMFTJ[F The targeted population was SE currently registered and operating in Thailand BUUIFUJNFPGUIFTUVEZ $BOEJEBUFTXFSFESBXOGSPNUIFSFHJTUSBUJPOMJTUTPG UIF5IBJ4PDJBM&OUFSQSJTF0èDF54&0 XIJDIMJTUFEPWFS4&T5IFTJNQMF SBOEPNTBNQMJOHXBTVTFEBOEUIFNJOJNVNTBNQMFTJ[FXBTCBTFEPOBSBUJP PGUPQBSUJDJQBOUTBOEFTUJNBUFEQBSBNFUFST)BJSFUBM $POTFSWBUJWFMZ BTTVNJOHBSFTQPOTFSBUFPGUIFSFTFBSDIFSSBOEPNMZTFMFDUFEQBSUJDJQBOUTGPS UIFÇSTUSPVOEPGTBNQMJOH5IFDPNQMFUFERVFTUJPOOBJSFSFUVSOFEXBTSFQSFTFOUFE a 20.7% response rate and was slightly higher than the estimated response rate. 45 ◆ The Empirical Study of Factors Affecting the Success of Social Enterprise on Marketing and Social Performances ◆ 3FTFBSDIJOTUSVNFOU 5IF RVFTUJPOOBJSF XBT EFTJHOFE UP DPOUBJO GPVS TFDUJPOT 3FTQPOEFOU JOGPSNBUJPOJODMVEJOHOBNFQPTJUJPOBOEDPOUBDU $PNQBOZkTQSPÇMFJODMVEJOHUZQF of social enterprise, number of employee, time of running social enterprise, and revenue. *OUFSOBMBOEFYUFSOBMGBDUPSTBGGFDUJOHTPDJBMFOUFSQSJTFQFSGPSNBODFJUFNT BOE 4PDJBMFOUFSQSJTFQFSGPSNBODFCPUINBSLFUJOHBOETPDJBMQFSGPSNBODFTJUFNT 8IJMFTFDUJPOTBOEXFSFDIFDLMJTUBOETIPSUBOTXFSTTFDUJPOTBOEXFSFNFBTVSFE VTJOHBGPVSQPJOUBOEÇWFQPJOU-JLFSUTDBMFSFTQFDUJWFMZ 2VFTUJPOOBJSFBOENFBTVSFNFOUEFWFMPQNFOU To ensure research instrument validity and reliability, the scales and questionOBJSFXFSFEFWFMPQFEJOGPVSTUFQTCBTFEPOSFDPNNFOEBUJPOTGSPN$IVSDIJMM BOE#BHP[[J 1. The questionnaire was prepared by adapting constructs that obtained from UIFJOUFOTJWFSFWJFXPGMJUFSBUVSFTBOEJOEFQUIJOUFSWJFXTXJUI4&ÇSNT 2. The questionnaire was reviewed by two marketing academicians and one SE executive. Then, the questionnaire was revised according to their feedbacks. 3. The questionnaire was initially designed in English, and then translated to Thai and double-checked for translation quality using back translation by three independent bilingual translators. After that, the questionnaire XBTSFÇOFEBOEUFTUFEXJUIBUBSHFUQPQVMBUJPOUPFOTVSFBMMNFBTVSFNFOUT and questions are clearly understood. 'JOBMMZ UIF RVFTUJPOOBJSF XBT DPOÇSNFE CZ QSFUFTUJOH XJUI 4& executives and academicians to assess content validity and to ensure the appropriateness of structure, languages, and measurement before sending to all respondents. The results of IOC index rating from all experts are above 0.7 for each part of questionnaire which higher than acceptable OVNCFSPG3PWJOFMMJBOE)BNCMFUPO 5IVTUIFSFTVMUTTIPX high degree of content validity. 46 ◆ Siripak Mattavanont and Guntalee Ruenrom ◆ 5BCMF Constructs and Items $POTUSVDU *UFN *OUFSOBM'BDUPST&YPHFOPVT-BUFOU7BSJBCMFT Social n'JSNTUBUFTDMFBSTPDJBMNJTTJPOUPXBSEPCKFDUJWFTPGTPDJBM Mission (SM) enterprise nFirm has strategic alignment to its social mission n'JSNkTPQFSBUJPODPODFSOTQSPQFSUJFTJOTPDJBMNJTTJPOUP ensure sustainable growth 7BMVF#BTFE nLeadership is virtuous and honest nLeadership has ability to recognize resource opportunity Leadership 7#- (such as raw material, manpower, technology, etc) nLeadership has ability to leverage resource opportunity (such as raw material, manpower, technology, etc) and DPOWFSUUIFSFTPVSDFUPÇSNkTPVUQVU nLeadership has ability to communicate with employee and others Shared vision nFirm disseminates information about social enterprise 47 nAll staffs and units in the organization share the same ambitions and visions n&WFSZPOFGSFFMZDPOUSJCVUFIJTIFSQPJOUTPGWJFXBCPVU how to run smoothly n'JSNkTQSPEVDUTFSWJDFEFWFMPQNFOUJTCBTFEPOHPPE Customer market and customer information Orientation nFirm understands how customers value and have attitude (CO) towards its products n'JSNkTPQFSBUJPODPODFSOTDVTUPNFSJOUFSFTUBOECFOFÇU ahead of others Relationship n.BOBHFNFOUIBTDMPTFEJOUFSBDUJPOXJUIPUIFS4&Tk managements with External Organization nManagement receives a lot of information from other executives within SE industry (REO) nManagement receives a lot of information from other sources outside SE industry (such as other institution, association, etc.) 47 4PVSDF Dees, FUBM (2002) Alvarez and #VTFOJU[ 0k5PPMF Aragon-Correa, FUBM Tsai and (IPTIBM +FIO ,XBLV AthuatheneGima and .BSSBZ ◆ The Empirical Study of Factors Affecting the Success of Social Enterprise on Marketing and Social Performances ◆ 5BCMF Constructs and Items (cont.) $POTUSVDU *UFN &YUFSOBM'BDUPST&YPHFOPVT-BUFOU7BSJBCMFT n'JSNJTBXBSFPGVODFSUBJOUZPGDVTUPNFSTkEFNBOEPGJUT Perceived QSPEVDUTTFSWJDFT Environment nFirm is aware of uncertainty of competitor such as the Uncertainty number of competitors and their strategies (PEU) nFirm is aware of uncertainty of its related environment such as change of rule and regulation, change of economics and social factors 4PDJBMFOUFSQSJTFQFSGPSNBODFT&OEPHFOPVT-BUFOU7BSJBCMFT nIn the past few years...... Marketing Performance n'JSNkTSFWFOVFJODSFBTF n'JSNVTFTSFTPVSDFNPSFFèDJFOUMZ (MP) nThe number of customer increase nIn the past few years...... Social Performance n'JSNBDIJFWFTJUTTPDJBMNJTTJPOXIJDIJOJUJBMMZEFÇOFE nAll staffs and units are well responsible for their own (SP) tasks 4PVSDF Downey, FUBM., Swamidass and /FXFMM Punthasen FUBM. 4BM[NBOO Dow Jones Sustainability Index %BUBDPMMFDUJPO 5IFJOEFQUIJOUFSWJFXTXJUIFYFDVUJWFTPG4&ÇSNTXFSFDPOEVDUFEUP gain insights in order to develop the questionnaire further. The questionnaire was distributed using a combination of postal mailing and telephone interviews. These two techniques were selected because of available contact information from the TSEO, and because not all participants could be expected to use Internet or email. Each of UIFTFMFDUFEÇSNTXBTTFOUBQBDLBHFXJUIBDPWFSMFUUFSBOEBDPQZPGUIF RVFTUJPOOBJSFJO0DUPCFS8JUIBUFMFQIPOFGPMMPXVQDPNQMFUFERVFTUJPOOBJSFT SFUVSOFEJO%FDFNCFSXFSFVTFEGPSUIFEBUBBOBMZTJTXIJDIXBTBDDPVOUFEGPS 20.7% response rate. 48 ◆ Siripak Mattavanont and Guntalee Ruenrom ◆ %BUBBOBMZTJT Data analysis was conducted using a structural equation modeling technique JO4&.1-45IFTQFDJÇDUFDIOJRVFVTFEXBT8BSQ1-47FSTJPO XIJDISFTVMUFE JOB1-4QBUIBOBMZTJT5IFJOJUJBMBOBMZTJTJODMVEFEEFTDSJQUJWFTUBUJTUJDTSFMJBCJMJUZ UFTUJOH$SPOCBDIkTBMQIB t$PNQPTJUFSFMJBCJMJUZ$3 BOEDPOWFSHFOU BOEEJTDSJNJOBOUWBMJEJUZUFTUJOH"7&TRVBSFSPPUPG"7&JUTJOUFSDPOTUSVDU DPSSFMBUJPO (PSTVDI4UFNMFS5TBJ 5IFJOJUJBMUFTUTXFSFVTFEUP identify issues with the data and determined what issues might have occurred in the data. All scales passed the threshold measurements for reliability testing and convergent and divergent validity testing. As a result, no further adaptations or changes to the scales were needed. Following initial analysis, Partial Least Squares (PLS) path analysis was conducted. PLS path modeling is a technique for analyzing linear multivariable relationships, including both observed and latent variables (Sanchez, 2013). This technique offers a number of advantages for testing conceptual models and frameworks (Sanchez, 2013). PLS path modeling uses two distinct models, including a structural model (which measures relationships of latent variables) and a measurement model (which relates NFBTVSFEWBSJBCMFTBOEMBUFOUWBSJBCMFT 5FOFOIBVT7JO[J$IBUFMJO-BVSP Causality is measured within the model using single linear regressions equating the various measured and latent variables using a PLS algorithm. PLS is particularly VTFGVMXIFOBIJHIMZÈFYJCMFBQQSPBDIUPNPEFMJOHBOEBOBMZTJTPGNVMUJQMFUBCMFTBT JUBMMPXTTNBMMTBNQMFTJ[FBOEOPOOPSNBMJUZPGEBUB5FOFOIBVT7JO[J$IBUFMJO -BVSP 5IJTUFDIOJRVFJTDIPTFOCFDBVTFJUJTFèDJFOUMZTVJUBCMFGPSQSFEJDUJPO for analyzing complex model such as second order construct model, and when the SFTFBSDINPEFMJTJOBOFBSMZTUBHFPGEFWFMPQNFOU;IVFUBM 5IVTUIFEBUB analysis was completed by SPSS and WarpPLS programs. 49 ◆ The Empirical Study of Factors Affecting the Success of Social Enterprise on Marketing and Social Performances ◆ 3FTVMUT 3FTVMUTPGUIFEFTDSJQUJWFBOBMZTJT 5IFUPUBMTBNQMFTJ[FXBT5IFNBKPSJUZPGTVSWFZTXFSFDPNQMFUFECZ UIF$IBJSNBOPGDPNQBOJFT NPTUSFTQPOEFOUTIPMEB#BDIFMPSEFHSFFPS MPXFS PGBMMSFTQPOEFOUTIBWFZFBSTXPSLJOHFYQFSJFODFT The social enterprises represented in the study were engaged in a number PGJOEVTUSJFT5IFNPTUDPNNPOJOEVTUSJFTJODMVEFE"HSJDVMUVSF 3FUBJM BOE'PPEBOE#FWFSBHF .PTUÇSNTBSFSFMBUJWFMZOFXXFSFDMBTTJÇFEBT TNBMMÇSNTJO5IBJMBOEMFTTUIBOFNQMPZFFT IBWJOHCFFOFTUBCMJTIFEJOUIFMBTU ÇWFZFBST BOEIBWFBOOVBMSFWFOVFTMFTTUIBONJMMJPO#BIU As shown in 5BCMFNFBOTPGBMMMBUFOUWBSJBCMFTXFSFDMPTFSBOHJOHGSPNUPPVUPG BOE4%SBOHFEGSPNUP 5BCMFDescriptive statistics of performance factor constructs 5IFBUUJUVEFBGGFDUJOHPGGBDUPSTUIF DPNQBOZkTPQFSBUJPOT Social Mission 7BMVF#BTFE-FBEFSTIJQ 4IBSFE7JTJPO Customer Orientation Relationship with External Organizations Perceived Environment Uncertainty 0WFSBMM M SD *OUFSQSFUBUJPO 3BOL 3.31 0.41 Strongly Agree Strongly Agree Strongly Agree Strongly Agree Agree Agree 4USPOHMZ"HSFF 3 1 2 5IF.FBTVSFNFOU.PEFMPG4PDJBM&OUFSQSJTF1FSGPSNBODF 5IFSFTVMUTDPOÇSNFEUIBUBMMDPOTUSVDUTIBEBDDFQUBCMFNFBTVSFNFOUQSPQFSUZ on both reliability and validity. Table 3 shows the results of all factor loadings which FYDFFE WBMVF PG )VMMBOE JOEJDBUJOH UIBU WBSJBODFT JO FBDI JOEJDBUPS are explained by their underlying variables. Furthermore, all latent constructs have 50 ◆ Siripak Mattavanont and Guntalee Ruenrom ◆ $SPOCBDIkTBMQIBTBCPWF/VOOBMMZ XIJDIJOEJDBUFTUIFDPOTUSVDUWBMJEJUZ Furthermore, all latent variables also show high internal consistency of indicators NFBTVSJOHJOEJWJEVBMDPOTUSVDUT$3 5BCMFResults summary of measurement model -BUFOU 7BSJBCMF SM 7#- 47 CO 3&0 PEU SEP MP SP 0VUFS -PBEJOHT SM1 0.77 SM2 SM3 0.73 7#- 7#- 7#- 7#- 0.72 47 47 47 0.77 CO1 CO2 CO3 REO1 REO2 REO3 PEU1 PEU2 PEU3 Second-order construct MP1 MP2 MP3 SP1 SP2 $SPOCBDIkT "MQIBT 0.73 *OEJDBUPST 51 $PNQPTJUF 3FMJBCJMJUZ 0.73 0.72 0.71 0.70 "7& ◆ The Empirical Study of Factors Affecting the Success of Social Enterprise on Marketing and Social Performances ◆ 5PDPOÇSNDPOTUSVDUWBMJEJUZUIFDPOWFSHFOUWBMJEJUZJTDPOÇSNFECZUIF SFTVMUTPG"7&UBCMF XIJDIFYDFFEUISFTIPMEWBMVFPGGPSBMMWBSJBCMFT 'PSOFMMBOE-BSDLFS 3FTVMUTGSPN5BCMFTIPXUIBUTRVBSFSPPUPG"7&GPS FBDIDPOTUSVDUXFSFIJHIFSUIBOUIFDPSSFTQPOEJOHJOUFSDPOTUSVDU5IJTDPOÇSNTUIBU each latent variables shares more variance with its own measurement variables that XJUIPUIFSDPOTUSVDUTJOPUIFSXPSEUIFEJTDSJNJOBOUWBMJEJUZJTDPOÇSNFE 5BCMF*OUFSDPOTUSVDUDPSSFMBUJPONBUSJYXJUITRVBSFSPPUTPG"7&T Construct SM 7#47 CO REO PEU SEP MP SP SM 7#- Cross Construct Correlation 47 CO REO PEU SEP MP SP 0.70 /PUF4RVBSFSPPUTPG"7&TBSFQSFTFOUFEPOUIFEJBHPOBM$POTUSVDUDPSSFMBUJPOTBSF TIPXOCFMPXUIFEJBHPOBM 5IF4USVDUVSBM.PEFMPG4PDJBM&OUFSQSJTF1FSGPSNBODF 5IFTUSVDUVSBMNPEFMXBTBTTFTTFECZFYBNJOJOHQBUIDPFèDJFOUTBOEUIFJS TJHOJÇDBODFMFWFMT5IFFYQMBOBUPSZQPXFSPGBTUSVDUVSBMNPEFMXBTFWBMVBUFECZ examining R2 value of the SE performance and the results are shown in Figure 2 and 5BCMF 52 ◆ Siripak Mattavanont and Guntalee Ruenrom ◆ 'JHVSF Result of structural Model 5BCMFHypotheses Testing Results )ZQPUIFTJT H1: SM Æ SEP )7#-Æ SEP )47Æ SEP )47Æ SEP )3&0Æ SEP )1&6Æ SEP H7: SEP Æ MP )4&1Æ SP R2 of SEP R2 of MP R2 of SP $PFèDJFOU &TUJNBUFȕ) 0.10 0.17 0.23 0.11 53 Q7BMVF )ZQPUIFTJT3FTVMU <0.01 <0.01 <0.01 <0.01 <0.01 <0.01 Support Support Support Support Support Support Support Support ◆ The Empirical Study of Factors Affecting the Success of Social Enterprise on Marketing and Social Performances ◆ First is to assess whether the relationships in the structural model are TUBUJTUJDBMMZTJHOJÇDBOU&YBNJOBUJPOPGPCTFSWFEWBSJBCMFTDPOUSJCVUJOHUP4&1TIPX UIBUBMMWBSJBCMFTFYDFQU4.NFFUTUIFTUBOEBSEQPSQDSJUFSJBGPS TUBUJTUJDBMTJHOJÇDBODF8IJMF4.BOE1&6IBWFTJHOJÇDBOUSFMBUJPOTIJQTUP4&1BU UIFTJHOJÇDBODFMFWFM7#-47$0BOE3&0IBWFTJHOJÇDBOUSFMBUJPOTIJQTUP 4&1BUUIFTJHOJÇDBODFMFWFM4&1BMTPIBTBTJHOJÇDBOUSFMBUJPOTIJQUPCPUI.1 BOE41Q BUXIJDIDPOÇSNFETFDPOEPSEFSDPOTUSVDUT Strength and direction of relationships is indicated by the E terms and vectors BSSPXT GPSFBDISFMBUJPOTIJQ5IFTUBOEBSEJ[FEQBUIDPFèDJFOUTSBOHFGSPNUP BOESFMBUJPOTIJQEJSFDUJPOTBSFQPTJUJWFBTQSFEJDUFE8IJMFUIFQBUIDPFèDJFOUTPG second order are very strong (E UIPTFGPSDPOUSJCVUPSTUP4&1BSFSFMBUJWFMZ weak (EUP E = 0.23). However, this does not necessarily indicate a weak SFMBUJPOTIJQPSPOFUIBUTIPVMECFEJTDBSEFE4BODIF[ 5IFQBUIDPFèDJFOUTPG SEP->MP and SEP->SP (E BSFWFSZTUSPOH The R2DPFèDJFOUTPGDPSSFMBUJPOGPSPCTFSWFEWBSJBCMFT.132 and SP (R2 DBOCFDPOTJEFSFEBTHPPEUPFYDFQUJPOBMCBTFEPOTUBOEBSE regression and PLS path modeling standards (Sanchez, 2013) while the result of R2 DPFèDJFOUPG4&1XIJDITIPXTJOEJDBUFTFYQMBOBUPSZQPXFSUPTPDJBMFOUFSQSJTF performance is relatively good (Sanchez, 2013). In summary, all of the relationships proposed in the model are statistically TJHOJÇDBOUXIJDIJOEJDBUFQPTJUJWFSFMBUJPOTIJQTBTIZQPUIFTJ[FE5IVTBMMIZQPUIFTFT are supported. %JTDVTTJPO In summary, the PLS path model demonstrated that the research model for this study (Figure 1) represents the structural relationships of latent and observed variables JOUIFTBNQMF"MMPGUIFSFMBUJPOTIJQTGPSUIJTTUVEZXFSFTJHOJÇDBOUBOEIBEQPTJUJWF relationship. )TUBUFEUIBUUIFTPDJBMNJTTJPOXPVMEIBWFBQPTJUJWFJOÈVFODFPOUIFTPDJBM FOUFSQSJTFkTQFSGPSNBODF5IJTIZQPUIFTJTXBTTVQQPSUFEBOEJUJTDMFBSUIBUNJTTJPOPG 54 ◆ Siripak Mattavanont and Guntalee Ruenrom ◆ UIFÇSNJTJNQPSUBOUBTJUSFÈFDUTIPXBÇSNXPVMEPSHBOJ[FBOEPQFSBUF*OBEEJUJPO JUBMMPXTPUIFSTUPVOEFSTUBOEBOETVQQPSUUIFÇSN4POOJOP%SJHHTo5SFWBSUIFO *OPUIFSXPSETPDJBMNJTTJPOEPFTOPUPOMZIFMQBMJHOPSHBOJ[BUJPOkTNJTTJPO XJUIJUTTUSBUFHZBMTPJUHVJEFUIFNFNCFSkTFGGFDUJWFQBSUJDJQBUJPO5IFSFGPSFQFSGPSNBODF PGUIFFOUFSQSJTFUFOETUPCFJNQSPWFE(MJFEUBOE1BSLFS.PTFLBOE(JMMJO $PCVSOBOE3JKTEJKL In H2, we posited that value-based leadership would also positively affect TPDJBMFOUFSQSJTFQFSGPSNBODF5IJTIZQPUIFTJTXBTOPUSFKFDUFEBOEUIFSFBTPOGPSJU is clear from the literature. The importance of value-based leadership was mentioned VOEFSUIF3#7BOEIBTCFFOGPVOEUPCFTJHOJÇDBOUJOTFWFSBMQSFWJPVTTUVEJFT'SZ .BUIFSMZ-JV'V8V 5IVTJUXBTOPUTVSQSJTJOHUIBUWBMVFCBTFE MFBEFSTIJQXBTTJHOJÇDBOUGPSUIJTTUVEZ7BMVFCBTFEMFBEFSTIJQDPVMEBMTPJOÈVFODF other factors, such as customer orientation (a key strategy) and perceived environmental uncertainty (related to information asymmetries and response). Thus, even though it EJEOPUIBWFUIFIJHIFTUQBUIDPFèDJFOUUIFWBMVFCBTFEMFBEFSTIJQDPNQPOFOUDPVME be the most important factor in social enterprise performance. H3 addressed the importance of shared vision for social enterprise performance. H3 was accepted as well. While value-based leadership is clearly important, it would not be effective without a shared vision or common goals, which serves as both an organizational resource and an important factor in the formation and maintenance of SFMBUJPOTIJQTVOEFSTPDJBMDBQJUBMUIFPSZ$IPX$IBO)BSU3VTTLBOFO 2001). Simply, the shared vision provides the glue of the organization, creating relationships and shared ideas about the purpose of the organization and its goals. This GBDUPSDPVMEQPUFOUJBMMZJOUFSBDUXJUIUIFTPDJBMNJTTJPOBTJUNBZCFOPUUIFTQFDJÇD social mission per se, but the shared vision of the organization members toward the social mission, which determines success. This type of indirect relationship was not tested here, but could be tested in further studies of social enterprise. *O)JUXBTQSPQPTFEUIBUDVTUPNFSPSJFOUBUJPOXPVMEQPTJUJWFMZJOÈVFODF TPDJBMFOUFSQSJTFQFSGPSNBODF)XBTBMTPBDDFQUFEBOEIFSFUPPJUJTDMFBSUIBUUIFSF are some potential interactions with other factors. This is consistent with the literature, 55 ◆ The Empirical Study of Factors Affecting the Success of Social Enterprise on Marketing and Social Performances ◆ which suggests that customer orientation is one of the critical factors in the success of TPDJBMFOUFSQSJTFTBOEQVCMJDNBOBHFNFOUBDUJWJUJFT)POH$IP3PE"TIJMM 4SJEIBSBO7JTXBOBUIBO.BSLFUJOHJOTVCTJTUFODFNBSLFUQMBDFT$POTVNQUJPO BOEFOUSFQSFOFVSTIJQJOB4PVUI*OEJBODPOUFYU *UJTBMTPDPOTJTUFOUXJUIUIF QSJODJQMFTPGUIF3#7XIJDITUBUFUIBUUIFÇSNkTBCJMJUZUPJEFOUJGZBOENFFUDVTUPNFS EFNBOEJTBTJHOJÇDBOUSFTPVSDF"QQJBO"EV4JOHI%FTIQBOEFFUBM -FWJUU 5IFSFNBZBMTPCFTJNJMBSSFMBUJPOTIJQTCFUXFFODVTUPNFSPSJFOUBUJPO and perceived environmental uncertainty, since customer orientation is a strategic tool UPDPMMFDUJOGPSNBUJPOBCPVUDVTUPNFSTBOEVTFUIJTJOGPSNBUJPOJOUIFPSHBOJ[BUJPOkT BDUJWJUJFTUPNFFUUIFJSOFFET"QQJBO"EV4JOHI%FTIQBOEFFUBM -FWJUU $PMMFDUJOH TVDI JOGPSNBUJPO JT POF XBZ PG SFEVDFE FOWJSPONFOUBM VODFSUBJOUZBOEGPSNVMBUJOHJNQSPWFESFTQPOTFTUPJU5BZMPS#PHEBO.JMMJLFO )BSHVFEUIBUSFMBUJPOTIJQTXJUIFYUFSOBMPSHBOJ[BUJPOTXPVMEJOÈVFODFTPDJBM enterprise performance. This hypothesis was also accepted, as predicted by social DBQJUBMUIFPSZBOEJOTUJUVUJPOBMUIFPSZ%BSU-JOEFOCFSH3PTUJMB 5IFPSFUJDBMMZUIFÇSNkTSFMBUJPOTIJQTXJUIFYUFSOBMPSHBOJ[BUJPOTSFQSFTFOUCPUIFYUFSOBM social capital it can draw on and its institutional role and legitimacy. Relationships XJUIFYUFSOBMPSHBOJ[BUJPOTBMTPBGGFDUUIFÇSNkTBCTPSQUJWFDBQBDJUZPSBCJMJUZUPVTF UIFSFTPVSDFTJUIBTBWBJMBCMFUPJU$IBMNCFST#BMBO7OVL 5IFMJUFSBUVSF TIPXTUIBUUIFSFNBZCFTPNFTJHOJÇDBOUJOUFSBDUJPOTXJUIPUIFSGBDUPST'PSFYBNQMF interorganizational relationships can help reduce uncertainty by increasing organizational ÈFYJCJMJUZBOEJOGPSNBUJPO-JOEFOCFSH3PTUJMB )PXFWFSDBSFTIPVME CFUBLFOJOJOUFSQSFUJOHUIJTÇOEJOHTJODFJUJTOPUUIFDBTFUIBUFYUFSOBMPSHBOJ[BUJPOT XJMMOFDFTTBSJMZTIBSFUIFTBNFHPBMTPSBQQSPBDIBTUIFTPDJBMFOUFSQSJTF)BVHI .D,FF 'JOBMMZ)TUBUFEUIBUQFSDFJWFEFOWJSPONFOUBMVODFSUBJOUZXPVMEJOÈVFODF TPDJBMFOUFSQSJTFQFSGPSNBODF5IJTÇOBMIZQPUIFTJTXBTBDDFQUFEBTQSFEJDUFECZUIF QSFWJPVTMJUFSBUVSFPOUIFFYUFSOBMFOWJSPONFOUBOEDPOUJOHFODZUIFPSZ%PXOFZ 4MPDVN%VODBO)JDLTPOFUBM4DINJEU$VNNJOHT 56 ◆ Siripak Mattavanont and Guntalee Ruenrom ◆ Previous literature has suggested that social enterprises may be effective at adapting UPFOWJSPONFOUBMVODFSUBJOUZCFDBVTFUIFZDBOVTFFGGFDUVBUJPOPSJEFOUJÇDBUJPOPG EJGGFSFOUQBUITBOESFTQPOTFUPVODFSUBJOUZGSFFEGSPNUIFEFNBOETPGQSPÇUNBLJOH %J%PNFOJDP)BVHI5SBDFZ 4PDJBMFOUFSQSJTFNBZFWFOFNFSHFGSPN conditions of environmental uncertainty, particularly in areas that are not government or market-oriented activities (Smith, 2010). Overall, the proposed model was effective at demonstrating the relationships CFUXFFOUIFNBJODPOTUSVDUTBOEUIFPVUDPNFWBSJBCMFT5IFÇOEJOHTXFSFHFOFSBMMZ in line with the literature on social enterprise and the underlying theories that relate UPJUTVDIBTJOTUJUVUJPOBMUIFPSZUIF3#7TPDJBMDBQJUBMBOEDPOUJOHFODZUIFPSZ"O area that was not tested was interrelationships between constructs, although the internal DPSSFMBUJPOT5BCMF TVHHFTUFEUIBUUIFTFDPVMECFTJHOJÇDBOU5IJTSFNBJOTBOBSFB for future research. $POUSJCVUJPOT 5IFPSFUJDBMDPOUSJCVUJPO 4JODFUIJTTUVEZJTUIFÇSTUFNQJSJDBMSFTFBSDIDPOEVDUFEJO5IBJMBOEUP examine SE performance, it is the development of a holistic theoretical that incorporates BTQFDUTPGJOTUJUVUJPOBMUIFPSZUIF3#7DPOUJOHFODZUIFPSZBOETPDJBMDBQJUBMUIFPSZ The research has not only demonstrates that all of these theoretical perspectives have validity, also shown that a multi-dimensional perspective on social enterprise is effective. This helps to further develop the literature on social enterprise, which does have some gaps in understanding how SE effectiveness can be assessed. .BOBHFSJBMDPOUSJCVUJPO The results provide SE executives with better understanding of social enterprise and what need to consider when establishing a social purpose and strategy and resource VUJMJ[BUJPOGPSGVMÇMMJOHUIBUQVSQPTF5PQUISFFJUFNTQMBZJOHTJHOJÇDBOUSPMFTBGGFDUJOH 4& QFSGPSNBODFT EFÇOFE CZ ÇOBODJBM BOEPS JOEJDBUPST BSF DVTUPNFS PSJFOUBUJPO SFMBUJPOTIJQXJUIFYUFSOBMPSHBOJ[BUJPOTBOETIBSFEWJTJPO5IVTÇSNTIPVMEDPOTJEFS 57 ◆ The Empirical Study of Factors Affecting the Success of Social Enterprise on Marketing and Social Performances ◆ customer value creation when formulating the marketing strategy. By doing so, DVTUPNFSkTEFNBOEBOEUIFJSBUUJUVEFUPXBSETÇSNkTQSPEVDUTBOETFSWJDFTTIPVMECF assessed. In addition, Thailand is considered collectivism, executives should have a good relationship with other organizations since it serves as a good source of information BOEOFUXPSLUPIFMQBÇSNUPFYFNQMJGZTUSBUFHJDPQUJPOTBOEEFDJTJPONBLJOH*O PSEFSUPFèDJFOUMZPQFSBUFFYFDVUJWFTTIPVMEFODPVSBHFBMMTUBGGTBOEVOJUTUPIBWF trust and motivation to achieve the common goals. -JNJUBUJPOTBOESFDPNNFOEBUJPOTGPS'VUVSF3FTFBSDI Since most SEs in Thailand are in an early stage of development, further study with more sophisticated model could be explored in order to gain deeper understanding about SE. We can comprehend that the future model of SE could be expanded to second order for the antecedents which might potentially have stronger impact on the SE performance. In addition, future research could explore the SE model for some particular JOEVTUSJFTTVDIBTBHSJDVMUVSBMSFUBJMPSÇOBODJBMJOEVTUSJFTCFDBVTFEJGGFSFOUJOEVTUSJFT could have different characteristics in their organizational culture. By undertaking research in this area, it will expand the frontier of knowledge for researchers and practitioners to understand more about SE performance. 3FGFSFODFT "MWBSF[4"#VTFOJU[-8 5IF&OUSFQSFOFVSTIJQPG3FTPVSDFCBTFE Theory. +PVSOBMPG.BOBHFNFOU "QQJBI"EV,4JOHI4 $VTUPNFSPSJFOUBUJPOBOEQFSGPSNBODF"TUVEZ of SMEs. .BOBHFNFOU%FDJTJPO AragóO$PSSFB+")VSUBEP5PSSFT/4IBSNB4(BSD·B.PSBMFT7+ &OWJSPONFOUBM TUSBUFHZ BOE QFSGPSNBODF JO TNBMM ÇSNT " SFTPVSDFCBTFE perspective. +PVSOBMPGFOWJSPONFOUBMNBOBHFNFOU, "UVBIFOBHJNB,.VSSBZ+: "OUFDFEFOUTBOEPVUDPNFTPGNBSLFUJOH strategy comprehensiveness. +PVSOBMPG.BSLFUJOH 58 ◆ Siripak Mattavanont and Guntalee Ruenrom ◆ "VTUJO + & 4USBUFHJD DPMMBCPSBUJPO CFUXFFO OPOQSPÇUT BOE CVTJOFTT /POQSPÇUBOE7PMVOUBSZ4FDUPS2VBSUFSMZ, #BSOFZ+ 'JSN3FTPVSDFTBOE4VTUBJOFE$PNQFUJUJWF"EWBOUBHF+PVSOBMPG .BOBHFNFOU #VMM. j#BMBODFk5IF%FWFMPQNFOUPGB4PDJBM&OUFSQSJTF#VTJOFTT1FSGPSNBODF Analysis Tool. 4PDJBM&OUFSQSJTF+PVSOBM $BNQCFMM)VOU%.'SFFNBO$%JDLTPO,+ $PNNVOJUZCBTFE entrepreneurship and wildlife sanctuaries: Case studies from New Zealand. *OUFSOBUJPOBM+PVSOBMPG*OOPWBUJPOBOE3FHJPOBM%FWFMPQNFOU, $IBMNCFST%.#BMBO7OVL& *OOPWBUJOHOPUGPSQSPÇUTPDJBMWFOUVSFT Exploring the microfoundations of internal and external absorptive capacity routines. *OUFSOBUJPOBM4NBMM#VTJOFTT+PVSOBM Chell, E. (2007). Social Enterprise and Entrepreneurship: Towards a Convergent Theory of the Entrepreneurial Process. *OUFSOBUJPOBM4NBMM#VTJOFTT+PVSOBM Chew, C. (2010). Strategic positioning and organizational adaptation in social enterprise subsidiaries of voluntary organizations: An examination of community interest companies with charitable origins. 1VCMJD.BOBHFNFOU3FWJFX, $IPX84$IBO-4 4PDJBMOFUXPSLTPDJBMUSVTUBOETIBSFEHPBMTJO organizational knowledge sharing. *OGPSNBUJPO.BOBHFNFOU, $JDPVSFM"7 5IFSPMFPGDPHOJUJWFMJOHVJTUJDDPODFQUTJOVOEFSTUBOEJOH everyday social interactions. "OOVBM3FWJFXPG4PDJPMPHZ $PCVSO+3JKTEJKL3 &WBMVBUJOHUIF4VDDFTT'BDUPSTGPS&TUBCMJTIJOHB 5ISJWJOH4PDJBM&OUFSQSJTFJO4DPUMBOE3FUSJFWFEGSPN$&%/FUXPSLIUUQ XXXDFEOFUXPSLXFTUPSHO[$BDIF1JDUVSFT&WBMVBUJOH@UIF@TVDDFTT@ factors.pdf %BSU 3 5IF -FHJUJNBDZ PG 4PDJBM &OUFSQSJTF /POQSPÇU .BOBHFNFOU -FBEFSTIJQ %FFT+(&NFSTPO+&DPOPNZ1 &OUFSQSJTJOHOPOQSPÇUT"UPPMLJU GPSTPDJBMFOUSFQSFOFVST7PM +PIO8JMFZ4POT Department of Trade and Industry, Departmental Report (2002): www.dti.gov.uk 59 ◆ The Empirical Study of Factors Affecting the Success of Social Enterprise on Marketing and Social Performances ◆ Deshpandé 3 'BSMFZ + 6 8FCTUFS ' & +S $PSQPSBUF $VMUVSF Customer Orientation, and Innovativeness in Japanese Firms: A Quadrad Analysis. +PVSOBMPG.BSLFUJOH(1), 23-37. %J%PNFOJDP.)BVHI)5SBDFZ1 4PDJBMCSJDPMBHF5IFPSJ[JOHTPDJBM value creation in social enterprises. &OUSFQSFOFVSTIJQ 5IFPSZ BOE 1SBDUJDF %PXOFZ),4MPDVN+8+S &OWJSPONFOUBM6ODFSUBJOMZ5IF$POTUSVDU and Its Application. "ENJOJTUSBUJWF4DJFODF2VBSUFSMZ %VODBO3# $IBSBDUFSJTUJDTPG0SHBOJ[BUJPOBM&OWJSPONFOUTBOE1FSDFJWFE Environmental Uncertainty. "ENJOJTUSBUJWF4DJFODF2VBSUFSMZ, 313-327. %VOO"3JMFZ$" 4VQQPSUJOHUIF/PUGPS1SPÇU4FDUPSUIF(PWFSONFOUkT Review of Charitable and Social Enterprise. 5IFNPEFSOMBXSFWJFX, 'FSOBOEF[3.$BTUJMMB&+.PPSF1 4PDJBMDBQJUBMBUXPSL/FUXPSLT and employment at a phone center. "NFSJDBOKPVSOBMPGTPDJPMPHZ Figge, F. (2002). .BOBHJOHCJPEJWFSTJUZDPSSFDUMZ&èDJFOUQPSUGPMJPNBOBHFNFOUBT BOFGGFDUJWFXBZPGQSPUFDUJOHTQFDJFT(FSMJOH7FSTJDIFSVOHT#FUFJMJHVOHT"( 'PTUFS8#SBEBDI+ 4IPVMEOPOQSPÇUTFFLQSPÇUT)BSWBSECVTJOFTT SFWJFX, 'SFEFSJDLT"% 5IFDPNQMFUFJEJPUkTHVJEFUPTVDDFTTBTBUFBDIFS. Alpha Books. (PSTVDI3- 'BDUPSBOBMZTJT New York: Routledge. (SBOU3. 5IF3FTPVSDF#BTFE5IFPSZPG$PNQFUJUJWF"EWBOUBHF*NQMJDBUJPOT for Strategy Formulation. $BMJGPSOJB.BOBHFNFOU3FWJFX )BJS+'#MBDL8$#BCJO#+"OEFSTPO3&5BUIBN3- .VMUJWBSJBUFEBUBBOBMZTJT7PM 6QQFS4BEEMF3JWFS/+1FBSTPO1SFOUJDF Hall. )¯LBOTTPO ) 4OFIPUB * 5IF CVSEFO PG SFMBUJPOTIJQT PS XIPkT OFYU In *.1$POGFSFODFUI 7PM *.1 )BOEFMNBO+."SOPME4+ 5IF3PMFPG.BSLFUJOH"DUJPOTXJUIB Social Dimension: Appeals to the Institutional Environment. +PVSOBMPG.BSLFUJOH 60 ◆ Siripak Mattavanont and Guntalee Ruenrom ◆ )BSU 4 - " /BUVSBMSFTPVSDFCBTFE 7JFX PG UIF 'JSN "DBEFNZ PG .BOBHFNFOU3FWJFX )BVHI).D,FF- 5IFDVMUVSBMQBSBEJHNPGUIFTNBMMFSÇSN+PVSOBM PG4NBMM#VTJOFTT.BOBHFNFOU )FMGBU$&1FUFSBG." 5IF%ZOBNJD3FTPVSDFCBTFE7JFX$BQBCJMJUZ Lifecycles. 4USBUFHJD.BOBHFNFOU+PVSOBM )POH+$IP% 5IFFGGFDUTPGNBSLFUPSJFOUBUJPOFOUSFQSFOFVSJBMPSJFOUBUJPO BOETPDJBMOFUXPSLTPOUIFTPDJBMQFSGPSNBODFPGOPOQSPÇUPSHBOJ[BUJPOT*O $PNQVUFSBQQMJDBUJPOTGPSXFCIVNBODPNQVUFSJOUFSBDUJPOTJHOBMBOEJNBHF QSPDFTTJOHBOEQBUUFSOSFDPHOJUJPOQQ #FSMJO(FSNBOZ4QSJOHFS +FIO," "NVMUJNFUIPEFYBNJOBUJPOPGUIFCFOFÇUTBOEEFUSJNFOUTPG JOUSBHSPVQDPOÈJDU"ENJOJTUSBUJWFTDJFODFRVBSUFSMZ ,JOEFS1%%PNJOJ"- 4PDJBMTDSFFOJOH1BSBEJHNTPMEBOEOFX 5IF+PVSOBMPG*OWFTUJOH, -FQPVUSF + +VTUP 3 5FSKFTFO 4 #PTNB / %FTJHOJOH B HMPCBM standardized methodology for measuring social entrepreneurship activity: the Global Entrepreneurship Monitor social entrepreneurship study. 4NBMM#VTJOFTT &DPOPNJDT, -FWJUU 5 (SPXUI BOE QSPÇUT UISPVHI QMBOOFE NBSLFUJOH JOOPWBUJPO 5IF +PVSOBMPG.BSLFUJOH -JOEFOCFSH4 $POUJOVJUJFTJOUIFUIFPSZPGTPDJBMQSPEVDUJPOGVODUJPOT 7FSLMBSFOEFTPDJPMPHJF0QTUFMMFOWPPS3FJOIBSE8JQQMFS5IFTJT1VCMJTIFST "NTUFSEBN -VNQLJO(5.PTT58(SBT%.,BUP4"NF[DVB"4 &OUSFQSFOFVSJBMQSPDFTTFTJOTPDJBMDPOUFYUTIPXBSFUIFZEJGGFSFOUJGBUBMM 4NBMM#VTJOFTT&DPOPNJDT, .BJS+.BSUJ* 4PDJBM&OUSFQSFOFVSTIJQ3FTFBSDI"4PVSDFPG&YQMBOBUJPO 1SFEJDUJPOBOE%FMJHIU Madrid: IESE Business School, University of Navarra. .BTPO$,JSLCSJEF+#SZEF% 'SPN4UBLFIPMEFSTUP*OTUJUVUJPOTUIF Changing Face of Social Enterprise Governance Theory. .BOBHFNFOU%FDJTJPO 61 ◆ The Empirical Study of Factors Affecting the Success of Social Enterprise on Marketing and Social Performances ◆ .B[[BSPM5-JNOJPT&"3FCPVE4 $PPQFSBUJWFFOUFSQSJTFBTB DPBMJUJPOPGTNBMMÇSNTUI"OOVBM*$4#8PSME$POGFSFODF Wellington, NZ. .FZFS + 8 3PXBO # 1PXFMM 8 8 %J.BHHJP 1 + 5IF OFX institutionalism in organizational analysis. 5IFOFXJOTUJUVUJPOBMJTNJOPSHBOJ [BUJPOBMBOBMZTJT. .JMMJLFO'+ 5ISFF5ZQFTPG1FSDFJWFE6ODFSUBJOUZBCPVUUIF&OWJSPONFOU State, Effect, and Response Uncertainty. 5IF"DBEFNZPG.BOBHFNFOU3FWJFX /BIBQJFU + (IPTIBM 4 4PDJBM $BQJUBM *OUFMMFDUVBM $BQJUBM BOE UIF Organizational Advantage. 5IF"DBEFNZPG.BOBHFNFOU3FWJFX /ZTTFOT.&E 4PDJBM&OUFSQSJTFT"UUIF$SPTTSPBETPG.BSLFU1VCMJD 1PMJDJFTBOE$JWJM4PDJFUZ. Routledge. 0kUPPMF + -FBEJOH DIBOHF 5IF BSHVNFOU GPS WBMVFTCBTFE MFBEFSTIJQ 7PM /FX:PSL#BMMBOUJOF#PPLT 3PE . "TIJMM / + 5IF FGGFDU PG DVTUPNFS PSJFOUBUJPO PO GSPOUMJOF FNQMPZFFT KPC PVUDPNFT JO B OFX QVCMJD NBOBHFNFOU DPOUFYU .BSLFUJOH *OUFMMJHFODFBOE1MBOOJOH Rostila, M. (2010). The Facets of Social Capital. +PVSOBMGPSUIF5IFPSZPG4PDJBM #FIBWJPVS 3PZ . 4 3FDFOU EJWFSTJÇDBUJPO JO "GSJDBO HSFFOCVMT 1ZDOPOPUJEBF Andropadus) supports a montane speciation model. 1SPDFFEJOHTPGUIF3PZBM 4PDJFUZPG-POEPO##JPMPHJDBM4DJFODFT, 4BM[NBOO0*POFTDV4PNFST"4UFHFS6 5IFCVTJOFTTDBTFGPSDPSQPSBUF sustainability: literature review and research options. &VSPQFBO .BOBHFNFOU +PVSOBM, Sanchez, G. (2013). 1-4QBUINPEFMJOHXJUI33FUSJFWFEGSPNIUUQHBTUPOTBODIF[ DPN1-4@[email protected]@XJUI@3QEG Schellhorn, M. (2011). *OUSPEVDJOH41.UP#FUUFS"DIJFWFUIF4PDJBM.JTTJPO .JDSPÇOBODF*OTUJUVUJPOTJOUIF1PTUDSJTJT&SB Brussels: Solvay Brussels School of Economics and Management. 62 ◆ Siripak Mattavanont and Guntalee Ruenrom ◆ 4DINJEU4.$VNNJOHT-- 0SHBOJ[BUJPOBM&OWJSPONFOU%JGGFSFOUJBUJPO and Perceived Environmental Uncertainty. %FDJTJPO4DJFODFT, 4IPSF54USBVTT+ 5IFQPMJUJDBMDPOUFYUPGFNQMPZFFBQQSBJTBMFGGFDUTPG organizational goals on performance ratings. *OUFSOBUJPOBM+PVSOBMPG.BOBHF ment, 4DPUU83 "QQSPBDIJOH"EVMUIPPE5IF.BUVSJOHPG*OTUJUVUJPOBM5IFPSZ 5IFPSZPG4PDJPMPHZ 4NJUI43 )ZCSJEJ[BUJPOBOEOPOQSPÇUPSHBOJ[BUJPOT5IFHPWFSOBODFDIBMMFOHF 1PMJDZBOE4PDJFUZ 4SJEIBSBO 4 7JTXBOBUIBO . .BSLFUJOH JO TVCTJTUFODF NBSLFUQMBDFT Consumption and entrepreneurship in a South Indian context. +PVSOBM PG $POTVNFS.BSLFUJOH 4UFNMFS4&5TBJ+ #FTUQSBDUJDFTJOJOUFSSBUFSSFMJBCJMJUZ5ISFFDPNNPO approaches. In J. W. Osborne (Ed.), #FTUQSBDUJDFTJORVBOUJUBUJWFNFUIPET QQ 5IPVTBOE0BLT$"4BHF1VCMJDBUJPOT 4USPUIPUUF5(8üTUFOIBHFO3 4USVDUVSFPGTVTUBJOBCMFFDPOPNJDWBMVF in social entrepreneurial enterprises. 7JOJH(57PPSU3$87%)H 3FTFBSDI PO5FDIOPMPHJDBM*OOPWBUJPOBOE.BOBHFNFOU, . 4XBNJEBTT1./FXFMM85 .BOVGBDUVSJOH4USBUFHZ&OWJSPONFOUBM Uncertainty and Performance: A Path Analytic Model. .BOBHFNFOU4DJFODF 5BZMPS4+#PHEBO3 *OUSPEVDUJPOUPRVBMJUBUJWFSFTFBSDINFUIPET5IF search for meaning. 5FOFOIBVT.7JO[J7&$IBUFMJO:-BVSP$ 1-4QBUINPEFMJOH $PNQVUBUJPOBM4UBUJTUJDTBOE%BUB"OBMZTJT 5PXOTFOE%.)BSU5" 1FSDFJWFEJOTUJUVUJPOBMBNCJHVJUZBOEUIF choice of organizational form in social entrepreneurial ventures. &OUSFQSFOFVSTIJQ 5IFPSZBOE1SBDUJDF, 5TBJ8(IPTIBM4 4PDJBMDBQJUBMBOEWBMVFDSFBUJPO5IFSPMFPGJOUSBÇSN networks. "DBEFNZPGNBOBHFNFOU+PVSOBM, 63 ◆ The Empirical Study of Factors Affecting the Success of Social Enterprise on Marketing and Social Performances ◆ 7BO%JFSEPODL3.JMMFS+( %FTJHOJOHQSPEVDUJPOQMBOOJOHBOEDPOUSPM systems. +PVSOBMPG0QFSBUJPOT.BOBHFNFOU, 7FOLBUSBNBO/ 5IF$PODFQUPG'JUJO4USBUFHZ3FTFBSDI5PXBSE7FSCBMBOE Statistical Correspondence. 5IF"DBEFNZPG.BOHFNFOU3FWJFX 7PO EFS 8FQQFO + $PDISBOF + 4PDJBM FOUFSQSJTFT JO UPVSJTN "O exploratory study of operational models and success factors. +PVSOBM PG 4VTUBJOBCMF5PVSJTN, 8FCC%8FCTUFS$,SFQBQB" "O&YQMPSBUJPOPGUIF.FBOJOHBOE 0VUDPNFT PG B $VTUPNFS%FÇOFE .BSLFU 0SJFOUBUJPO +PVSOBM PG #VTJOFTT 3FTFBSDI(1), 101-112. 8PPMDPDL./BSBZBO% 4PDJBM$BQJUBM*NQMJDBUJPOTGPS%FWFMPQNFOU Theory, Research, and Policy. 5IF 8PSME #BOL 3FTFBSDI 0CTFSWFS, (2), IUUQHBTUPOTBODIF[DPN1-4@[email protected]@XJUI@3QEG 64
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