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Erschienen in:
Identification of Performance Measurement Systems Applied in Polish Enterprises Kapitel lesen Erstes Kapitel lesen

2016 | OriginalPaper | Buchkapitel

Tripartite Collaborative Model Value Creation Experience of iEnterprise with Corporate and Nongovernmental Organization

verfasst von : Ilex K. K. Lam, D.B.A., M.B.A., FHKIoD

Erschienen in: The Essence and Measurement of Organizational Efficiency

Verlag: Springer International Publishing

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Abstract

This chapter details a study of the current state of the development of cross-sector collaboration among social enterprises, nongovernmental organizations (NGOs) and the corporate sector. It establishes a conceptual framework of a Tripartite Collaborative Model (TCM) with Social Exchange Theory, Inter-organizational Collaboration Theories and Stakeholder Theory with Value Creation to depict the logic of cross-sector collaboration among the predefined partners, namely, a work integration social enterprise (WISE), a created shared value (CSV) enterprise, and a sustainable NGO for value creation.
Under the framework of the TCM, iEnterprise, a privately owned WISE, established a call center in Hong Kong to create employment opportunities for people with disabilities and those from underprivileged communities while maintaining financial sustainability. The tripartite partnership of iEnterprise was developed with a “value added” outsourcing contract from a CSV corporate and a “win-win” servicing agreement with a sustainable NGO.
The successful value-creation experience of iEnterprise was analyzed and evaluated as a case study for the TCM. The set of performance indicators of iEnterprise was compared with other examples of WISEs from the government subsidy model and the cross-border franchising model in order to contrast the advantages and disadvantages of a TCM.
The findings confirmed the possibility of building a form of tripartite social enterprise under the collaborative framework of a TCM characterized by a low capital requirement and resulting in mission fulfillment together with financial sustainability, strategic operational efficiency and effective workfare creation on capital employed.

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Vorheriges Kapitel The Impact of Intellectual Capital Efficiency on the Profitability of Agricultural Enterprises
Nächstes Kapitel Is the IPO Anomaly in Poland Only Apparent or Real?
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Fußnoten
1
Cognitive dissonance is the state of having inconsistent thoughts, beliefs, or attitudes, especially as relating to behavioral decisions and attitude change.
 
2
iEnterprise and HKBN have revised the agreement with new terms for another phase of collaboration since Sept. 2014
 
3
As of September 2013.
 
4
The project in which average grant of HK$12,500 for PwD per job created was a cleaning and servicing company which was granted with only HK$21,000. The one where average grant of HK$368,800 per job created was a restaurant which received the grant of HK$1,385,000.
 
5
Response of SWD to Audit Commission Report 62, item 35, Section 4, Chapter 4, p. 122 (Chinese version).
 
6
Assuming the repeatability of this model, no problems in identifying outsourcing projects and sufficient labor supply.
 
7
According to United Nations, Volunteerism benefits both society at large and the individual volunteer by strengthening trust, solidarity and reciprocity among citizens, and by purposefully creating opportunities for participation.
 
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Metadaten
Titel
Tripartite Collaborative Model Value Creation Experience of iEnterprise with Corporate and Nongovernmental Organization
verfasst von
Ilex K. K. Lam, D.B.A., M.B.A., FHKIoD
Copyright-Jahr
2016
Buch
The Essence and Measurement of Organizational Efficiency

Print ISBN: 978-3-319-21138-1

Electronic ISBN: 978-3-319-21139-8

Copyright-Jahr: 2016

DOI
https://doi.org/10.1007/978-3-319-21139-8_9

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