A human capital view to explore sharing value strategy of social enterprise

• Main Authors: Mei-Fang Liao, 廖美芳
• Other Authors: Liang-Chih Huang
• Format: Others
• Language: zh-TW
• Published: 2016
• Online Access: http://ndltd.ncl.edu.tw/handle/ftj32b

碩士 === 國立中正大學 === 勞工關係研究所 === 104 === Abstract This study delves into shared value strategies of social enterprise from a human capital perspective. From a human capital perspective, research objective of this study tries to investigate how social entrepreneurs improve human capital effectiveness through organizational governance that further creates shared value. For social entrepreneurs who place importance on social mission, invigorating employees’ faith in “Vision, Mission and Core Values” through education training is the aspect that social enterprises shall attach importance to when implementing human capital polices. In-depth interview, document analysis and participant observation are used in this study to generate research results through qualitative research process. After organizing and analyzing literature review, this study focuses on the important topic and designs semi-structured interview outline to facilitate interviews. The purposive sampling approach is used in this qualitative research by selecting representative individuals of Leezen, a Taiwanese organic food franchise, in Central Taiwan as the research subjects interviewed about their cognition and views over the research topic. Research results show: Enhance the allure of prospect to talent with explicit core values, the process of all employees’ joint participation in value creation are reasons for Leezen to attract talents; educational training which combines core values is key for Leezen to develop human capital and create shared value; cohering an altruistic consensus with co-learning and creating a customer focused culture approach are significant mechanism for Leezen to foster such critical human capital accumulation. Based on research results, this study provides the following suggestions on the development of human capital for social enterprises: (1) When a social enterprise develops an human capital strategy, explicit values of justice will be essential for fostering interested parties’ mutual cooperation; (2) Educate employees to give assistance to those who encounter difficulties and train employees to replace competition with cooperation to maintain and improve human capital with social purpose and motivation that will be a niche for the development of social enterprises; (3) Establish study groups to create a corporate culture which counts putting core values into practice an honor and fostering internalized values through cultural socialization will facilitate the creation of shared value.