Dual-Value Driven Parallel Operating Systems and Interrelations of Resources in Social Enterprise

Social enterprises create both social and commercial value in society, and therefore aspire to two fundamentally different objectives that guide their operations. This dichotomy of vision precipitates in two divergent consequential managerial systems within these organizations. This research focuses on resolving this contradiction in terms of organization management by adopting multiple-cases comparison method on ten Taiwanese social enterprises, and finds that this triple bottom-line approach can be complementary, supportive, or even contradictory, and the two kinds of markets derived from the social value and commercial exchanges should be integrated to construct a more innovative dynamic within the organization.