Management settings enabling value creation: the case study of a social enterprise
by Roberto Linzalone; Laviero Saganeiti
International Journal of Strategic Change Management (IJSCM), Vol. 6, No. 2, 2015

Abstract: Today's turbulent competitive environment is strongly challenging the value creation drivers of traditional enterprises, mainly focused on shareholders satisfaction. Although in the last decades the competitive environment has deeply changed, no significant changes occurred in companies' management models. This inertia results even more in companies' crisis, reduction or shutting down. In this panorama, the social enterprise (SE), instead, is increasing the production and the opening of new units, distinguishing for its surviving capability and competitiveness. This paper investigates the reasons at the basis of such SE's performance, identifying in its management model set up the main reason: multi-stakeholder structure, balanced value creation among stakeholders, integrated management of three key dimensions (compliance, process performance, knowledge and learning).

Online publication date: Tue, 15-Mar-2016

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