Abstract:
PURPOSE – The purpose of this study is twofold. The first was to explore the relationship between strategic
planning (SP) and social enterprise performance (SEP). The second was to ascertain the mediation of value
co-creation (VCC) to the relationship between SP and SEP.
DESIGN/METHODOLOGY/APPROACH – This study followed a quantitative methodology using a survey
conducted with 147 social enterprises (SEs). The location of the study was the Eastern Cape, a province in
South Africa. Respondents to the study occupied the status of key decision-makers who either owned or
managed a SE.
FINDINGS – The findings show that a relationship exists between SP and VCC; VCC and SEP; and finally SP
and SEP. Concerning the mediation, results show that VCC had a fairly weak positive and significant
mediating effect on the relationship between SP and enterprise performance.
ORIGINALITY/VALUE – There are renewed calls for research that focuses on understanding issues related to
the management of SEs, especially within the South African context. Such calls stem from the high
dependence on state support to alleviate challenges experienced by communities. The role of SEs in such a
context is thus heightened. The findings give support to issues that assist not only in understanding the
decision-making capability but also in understanding the role of VCC.
