Please use this identifier to cite or link to this item: http://hdl.handle.net/10397/81084
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dc.contributorDepartment of Applied Social Sciences-
dc.creatorLeung, S-
dc.creatorMo, P-
dc.creatorLing, H-
dc.creatorChandra, Y-
dc.creatorHo, SS-
dc.date.accessioned2019-07-29T03:17:49Z-
dc.date.available2019-07-29T03:17:49Z-
dc.identifier.issn1755-3091-
dc.identifier.urihttp://hdl.handle.net/10397/81084-
dc.language.isoenen_US
dc.publisherElsevieren_US
dc.rights©2019 Sun Yat-sen University. Production and hosting by Elsevier B.V.This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/).en_US
dc.rightsThe following publication Leung, S., Mo, P., Ling, H., Chandra, Y., & Ho, S. S. (2019). Enhancing the competitiveness and sustainability of social enterprises in Hong Kong : a three-dimensional analysis. China journal of accounting research, 12(2), 157-176 is available aten_US
dc.subjectSocial enterprisesen_US
dc.subjectCorporate governanceen_US
dc.subjectSustainabilityen_US
dc.subjectSocial missionen_US
dc.subjectAdvisory committeeen_US
dc.subjectSocial enterprise performanceen_US
dc.titleEnhancing the competitiveness and sustainability of social enterprises in Hong Kong : a three-dimensional analysisen_US
dc.typeJournal/Magazine Articleen_US
dc.identifier.spage157-
dc.identifier.epage176-
dc.identifier.volume12-
dc.identifier.issue2-
dc.identifier.doi10.1016/j.cjar.2019.03.002-
dcterms.abstractRunning a social enterprise (SE) is more difficult than running a small or medium-sized enterprise because SEs have to achieve both economic sustainability as business enterprises and their social mission for the benefit of society. After a few years of operation, many SEs fail or struggle for survival. In this study, we examine some of the factors that affect an SE's profitability, financial management, and business planning and management. Based on in-depth interviews with 22 social enterprises in Hong Kong, we find that SEs with the dual investment objectives of social mission and financial return are more sustainable and competitive than SEs with social impact as their sole objective. Furthermore, SEs managed by non-owner managers have better financial planning and performance than those managed by owner managers. In addition, SEs with an oversight/advisory committee are more competitive and have better management practices than those without such a committee. Our findings have policy implications for government, SEs, funding bodies, and non-profit organizations to enhance and promote the development of the social enterprise sector.-
dcterms.accessRightsopen accessen_US
dcterms.bibliographicCitationChina journal of accounting research, June 2019, v. 12, no. 2, p. 157-176-
dcterms.isPartOfChina journal of accounting research-
dcterms.issued2019-
dc.identifier.isiWOS:000469400900002-
dc.identifier.eissn2214-1421-
dc.description.validate201907 bcrc-
dc.description.oaVersion of Recorden_US
dc.identifier.FolderNumbera0450-n03, OA_Scopus/WOSen_US
dc.description.pubStatusPublisheden_US
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