Value co-creation as a mediator between strategic planning and social enterprise performance

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dc.contributor.author Mathibe, Motshedisi Sina
dc.contributor.author Chinyamurindi, Willie Tafadzwa
dc.contributor.author Hove-Sibanda, Progress
dc.date.accessioned 2024-02-20T05:03:30Z
dc.date.available 2024-02-20T05:03:30Z
dc.date.issued 2023-01
dc.description.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. en_US
dc.description.department Gordon Institute of Business Science (GIBS) en_US
dc.description.librarian am2024 en_US
dc.description.sdg None en_US
dc.description.uri https://www.emerald.com/insight/1750-8614.htm en_US
dc.identifier.citation Mathibe, M.S., Chinyamurindi, W.T., Hove-Sibanda, P. 2023, 'Value co-creation as a mediator between strategic planning and social enterprise performance', Social Enterprise Journal, vol. 19, no. 1, pp. 23-39. DOI :10.1108/SEJ-08-2021-0062. en_US
dc.identifier.issn 1750-8614
dc.identifier.other 10.1108/SEJ-08-2021-0062
dc.identifier.uri http://hdl.handle.net/2263/94739
dc.language.iso en en_US
dc.publisher Emerald en_US
dc.rights © Motshedisi Sina Mathibe, Willie Tafadzwa Chinyamurindi and Progress Hove-Sibanda. Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. en_US
dc.subject Strategic planning en_US
dc.subject Entrepreneurship as practice en_US
dc.subject Social enterprise sector en_US
dc.subject South Africa (SA) en_US
dc.subject Social enterprise performance (SEP) en_US
dc.subject Value co-creation (VCC) en_US
dc.title Value co-creation as a mediator between strategic planning and social enterprise performance en_US
dc.type Article en_US


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