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Towards a Holistic Management Framew...

Yeung, Suet-Yee,

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Towards a Holistic Management Framework for Social Enterprises in Hong Kong /

Record Type:	Electronic resources : Monograph/item
Title/Author:	Towards a Holistic Management Framework for Social Enterprises in Hong Kong // Suet-Yee Yeung.
Author:	Yeung, Suet-Yee,
Description:	1 electronic resource (213 pages)
Notes:	Source: Dissertations Abstracts International, Volume: 86-06, Section: A.
Contained By:	Dissertations Abstracts International86-06A.
Subject:	Political science. -
Online resource:	https://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=31788839
ISBN:	9798346819912

Towards a Holistic Management Framework for Social Enterprises in Hong Kong /
Yeung, Suet-Yee,

Towards a Holistic Management Framework for Social Enterprises in Hong Kong /Suet-Yee Yeung. - 1 electronic resource (213 pages)

Source: Dissertations Abstracts International, Volume: 86-06, Section: A.

This research aims to explore the application of holistic management practices in Hong Kong's social enterprise (SE) sector. Utilising the 3H (Heart, Head & Hand) holistic management framework as lens to examine the efficacy of leadership, strategy and core competence on the SE's performance. Through 30 in-depth interviews, the respondents are SE founders, senior management, and operators; the study provides insights into the sector's performance between 2019 and 2021. The research also assesses revenue generation and captures leaders' self-assessments of the significant challenges faced by these organisations.The research methodology utilised rigorous qualitative methods, including a comprehensive literature review, pilot testing, and ethical considerations. The data analysis was conducted through phenomenological analysis and descriptive statistics. Out of the 12 organisations interviewed, the study revealed that two SEs, "LB" and "DiD", could successfully leverage holistic management practices during economic downturns. Despite some severe operational challenges, both organisations maintained sustainable growth and achieved their social impact goals. This was attributed to the leader's ability to motivate employees through high levels of engagement and promote organisational citizenship behaviour, effectively mitigating the negative impact of resource limitations.Furthermore, the study's findings suggest a correlation between the three domains of the 3H framework. The "LB" and "DiD" cases demonstrate how effective leadership, strategic planning, and operational management can work together to achieve organisational success. The study also identified the challenges that a SE faces with a "mother agency", where the bureaucratic organisational structure limits the organisation's autonomy. This resulted in issues with leader-member exchange and hindered the organisation's overall performance.The findings of this research offer valuable insights and practical guidance for SE leaders, policymakers, and stakeholders. By understanding how SEs integrate strategy, leadership, and operational skills, SEs can enhance their overall performance, achieve sustainable growth, and maximise their social impact. Identifying prominent themes and patterns in successful SE management practices provides a foundation for replicable models and best practices in the sector. By emphasising the importance of holistic management and providing practical guidance, this research contributes to advancing the SE sector.

English

ISBN: 9798346819912Subjects--Topical Terms:

528916
Political science.

Towards a Holistic Management Framework for Social Enterprises in Hong Kong /
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520 $a This research aims to explore the application of holistic management practices in Hong Kong's social enterprise (SE) sector. Utilising the 3H (Heart, Head & Hand) holistic management framework as lens to examine the efficacy of leadership, strategy and core competence on the SE's performance. Through 30 in-depth interviews, the respondents are SE founders, senior management, and operators; the study provides insights into the sector's performance between 2019 and 2021. The research also assesses revenue generation and captures leaders' self-assessments of the significant challenges faced by these organisations.The research methodology utilised rigorous qualitative methods, including a comprehensive literature review, pilot testing, and ethical considerations. The data analysis was conducted through phenomenological analysis and descriptive statistics. Out of the 12 organisations interviewed, the study revealed that two SEs, "LB" and "DiD", could successfully leverage holistic management practices during economic downturns. Despite some severe operational challenges, both organisations maintained sustainable growth and achieved their social impact goals. This was attributed to the leader's ability to motivate employees through high levels of engagement and promote organisational citizenship behaviour, effectively mitigating the negative impact of resource limitations.Furthermore, the study's findings suggest a correlation between the three domains of the 3H framework. The "LB" and "DiD" cases demonstrate how effective leadership, strategic planning, and operational management can work together to achieve organisational success. The study also identified the challenges that a SE faces with a "mother agency", where the bureaucratic organisational structure limits the organisation's autonomy. This resulted in issues with leader-member exchange and hindered the organisation's overall performance.The findings of this research offer valuable insights and practical guidance for SE leaders, policymakers, and stakeholders. By understanding how SEs integrate strategy, leadership, and operational skills, SEs can enhance their overall performance, achieve sustainable growth, and maximise their social impact. Identifying prominent themes and patterns in successful SE management practices provides a foundation for replicable models and best practices in the sector. By emphasising the importance of holistic management and providing practical guidance, this research contributes to advancing the SE sector.
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