Using a Social Enterprise Organizational Development Intervention Approach in Developing Organizational Structure and Processes for Start-up Social Enterprise: A Case Study of Trendy Village

Pichai Pusumpun, Salvacion Villavicencio, Ed.D.

Abstract


Abstract

 

The growth of social enterprises worldwide has initiated innovative and sustainable solutions for a variety of economic, environmental and human development challenges. This social approach has been seen as a new way to add more social value for existing organizations and to generate much more meaningful workplaces for young people who seek greater purpose in their work. Furthermore, with its approach of generating resources through partnerships, this could open up possibilities for an organization that is resource-starved to recognize the value of partnership with other organizations. This article refers to the case of Trendy Village, a business-oriented organization, which was in a negative financial and resource-starved situation. This research focuses on the initial impact of a social enterprise Organization Development Intervention (ODI) approach in generating necessary resources through partnerships with social organizations thus improving its existing condition. The participants are one executive, a team of five members, and 25 vendors in Trendy Village. This study involves action research with qualitative and quantitative components and the steps taken to measure outcomes before and after ODI. The result indicates that ODI could change the stakeholders’ perceptions positively and generate resource support from social organizations. The study concludes that the social enterprise ODI approach brought about a positive impact on the target organization’s organizational structure and processes.

 

Keywords:       organizational structure; organizational process; social enterprise approach


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