A Theoretical Model of the Organizational Performance of Social Enterprises: Combining the Resource Dependence and Resource-Based Views

Abstract

Social enterprise is seen as a new organizational type which differs from other kinds of organization. The objective of this paper is to propose a model that explains the organizational performance of social enterprises. The study is focused on the organizational resources that are necessary for organizational survival and growth. By integrating resource dependence and resource-based
views, the author suggests that three characteristics of organizational resourcesacquisition, uniqueness, and utilization are required for enhancing organizational
performance. Additionally, two main sources of organizational resources, social entrepreneurship (social innovation, proactiveness, and risk-taking) and social
capital (social trust, networks, and public sector engagement), are also required for organizational performance. Combining the two theories can explain
organizational performance better than using only one theory, and provide a process for organizational resources. A structural relationship among social
entrepreneurship, social capital, and organizational performance is proposed. Empirical testing is strongly recommended for future research to confirm the model.