ORGANIZATIONAL PERFORMANCE MANAGEMENT IN SOCIAL ENTERPRISE: CASE STUDY APPROACH
DOI:
https://doi.org/10.18623/rvd.v23.6686Keywords:
Social Enterprise, Organizational Performance Management, Organizational Performance, Organizational and Individual Behavior, Stakeholder Participation and SupportAbstract
One of the main challenges of social enterprise (SE) is the inability to maintain performance in achieving its dual objectives: economic and social performance. Organizational Performance Management (OPM) is an essential tool for addressing the challenges. However, research related to this topic is limited. The study aims to investigate OPM practices, supporting factors, and their implications for achieving balanced dual performance in SE. Using a qualitative case study design, data were collected through in-depth semi-structured interviews and document review, and analyzed using thematic analysis. The findings indicate that effective OPM in SE comprises five interrelated components: strategy formulation, planning, monitoring, evaluation, and reward. The effectiveness of these components is reinforced by organizational and individual behavior, as well as stakeholder participation and support. Overall, the study shows that an effective OPM system strengthened by internal behavioral alignment and stakeholder roles facilitates simultaneous, more balanced attainment of economic and social performance. The study contributes to the existing literature on organizational performance management, supporting factors, and their impact on performance. In addition, it provides insight for managing SE performance, designing organizational performance management, and managing supporting factors for achieving dual performance simultaneously and in balance.
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