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Social Capital

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Submitted By ralucafr
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Social Enterprises' Social Capital as a source of Competitive Advantage
Author:
Mario Tani
PhD Student
University of Naples “Federico II”
Department of Business Administration mario.tani@unina.it Abstract
The numerous economical and financial crisis in the last few years have been matched by the acknowledgement of new specific needs often not fully covered by market players or public-funded ones. These events have sped up the acknowledgement process of Social Enterprises, those non-profit organizations offering products and services, often as a bundle of both, in the open market trying to go beyond the mere financial sustainability in order to collect resources to foster innovation processes that are one of their main characteristics.
These enterprises play in the open market where they have to compete against for-profit enterprises too this is successfully done overcoming several critical points. One of them comes out of a different view of the Corporate Social Responsibility; it is one of driving principles of social enterprises while it is considered to be subdued to financial report indexes in the for-profit corporation (when it is not used only if it is instrumental in enhancing them).
Another critical point is the lack of managerial tool able to leverage on their distinctive characteristics as the core of a strategic decision making process to create an economically-sustainable differentiated offer without going against their social mission.
The main aim of this paper is to design a strategic framework for evaluating the Social Enterprises'
Social Capital (Lin, 2001), focusing on those relationships created between the Social Enterprise and other social players as a source of competitive advantage focusing and to inform the Social
Entrepreneur of their sustainability (Barney, 1996).
I've designed the model using a cross-disciplinary

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