Title: Management settings enabling value creation: the case study of a social enterprise
Authors: Roberto Linzalone; Laviero Saganeiti
Addresses: Dipartimento di Matematica, Informatica ed Economia, DIMIE, Università degli Studi della Basilicata, Via dell'Ateneo Lucano, 10 – 85100 Potenza, Italia ' Institute of Knowledge Asset Management, IKAM Centro Studi&Ricerche, Via D. Schiavone, 1 – 75100 Matera, Italia
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).
Keywords: social enterprises; value creation; management models; integrated governance; case study; firm performance; multi-stakeholder structure; stakeholders; compliance; process performance; knowledge; learning.
International Journal of Strategic Change Management, 2015 Vol.6 No.2, pp.182 - 193
Received: 30 Jan 2015
Accepted: 19 Nov 2015
Published online: 15 Mar 2016 *