An employee-oriented perspective in the value-creating mission of social enterprises

Abstract

Purpose This study aims to concentrate on a specific perspective that has mostly been ignored: employees in social enterprises (SEs). It proposes that employees in SEs should be treated with equal importance to outside beneficiaries within the SEs’ value-creating mission. Design/methodology/approach A multiple case study approach is adopted, and semi-structured interviews are the primary means of data collection. Findings The results show that while economic values are fundamental for the employment relationship, social values play the leading role in employees’ motivation; thus, they can significantly affect the organization’s operation and development. Research limitations/implications This work contributes to Maslow’s need theory and psychological contract theory regarding their application to SEs. Practical lessons and suggestions are also provided for SEs’ development. Originality/value By emphasizing the value-creating mission of SEs with the new perspective of including employees in it, this work provides empirical evidence and practical lessons for SEs, especially Asian SEs, in terms of management and strategy.