The purpose of this study is to analyze the effects of the management characteristics of social enterprises on social and economic achievements. The significance of this study lies on the exploration of policy options for the activation of social enterprises.
Data collection was conducted through surveys delivered via email and fax for six days between October 21 and 26, 2013 targeting 164 social enterprises. T-test, factor analysis, and regression analysis were performed on the collected data using SPSS 18.0. The main results of this study can be summarized as follows.
First, in terms of management strategy, which is a detailed factor of the management characteristics of social enterprises, sufficient market research and appropriate industry selection when founding a business show significant a statistical difference; in regression analysis, these factors had significant effects on economic achievement. Second, in terms of management capacity, urban social enterprises and rural social enterprises showed no significant differences in all sections; they both had abundant skills and experiences to continue the growth of the companies. To raise managerial capacity, they collect a large amount of informative power and operate the companies systematically. In addition, as a result of regression analysis show, they have significant effects on the social achievements.
Third, in terms of management leadership, idea examination from the customers'' perspectives and efforts to secure new markets showed statistically significant differences. Fourth, in terms of entrepreneurship, except for the challenges toward new businesses despite risks, no significant differences were observed; however, the mind to establish and practice investment and growth strategies when operating businesses was considered necessary by both the urban and rural enterprises. Therefore, establishing and providing programs and supporting policies to foster better entrepreneurship to do this was also considered necessary.
Fifth, in terms of organizational culture, a shared vision among members, sharing of the managerial activity results among members, respecting creative thinking and ideas, and self-esteem being engaged in social enterprises showed significant differences, and in regression analysis, they showed signifiant effects on the social achievements. Sixth, in terms of government policy, significant effects on social and economic achievements were shown. Seventh, networks showed no statistically signifiant differences in all sections; however, it was seen that social enterprises make considerable efforts to maintain close relationships with local governments and related agencies.
Based on the results of this analysis, the following policy suggestions are possible.
First, it is necessary to have policy support for the continued growth of social enterprises, so that they can improve their products and establish new strategies through management consulting.
Second, it is necessary for social enterprises to establish regular communication programs so that they can lead a good corporate culture and maintain smooth relationship between members. Third, it is necessary for the federal government and local governments to establish a variety of support systems for improvement, so that social enterprises can enhance their business strategies and entrepreneurial capacity. Fourth, it is necessary to discover and foster social entrepreneurs and form a civil-based network to strengthen social networks. It is also necessary to activate exchanges of information and human resources by forming social enterprise councils and industry-specific networks in the Gyeongbuk region. Lastly, it is important to undergo ongoing management for the independence and self-reliance of companies even after the completion of social enterprise development projects. It is also important to provide follow-up management for the companies that are successful in terms of independence and self-reliance.