Innovation is a key element of economic development and a key factor in social processes. Technological and economic innovations cannot respond to all social challenges. However, innovation - the search for new and innovative solutions - needs to be interpreted more broadly than before. In line with social changes, the European Union pays more attention to the context of social innovation. The social enterprises play a vital role in modern societies. The subject of our study is social cooperatives, which are a type of social enterprise. The social cooperatives offer an opportunity to improve the employment skills. However, the management of this enterprises faces several dilemmas how can build up an effective control system of a social enterprises in Central-Europe. As our questionnaire stated, the major problem of social cooperative is the quality of available labour force. This paper focuses the applicability of the traditional Balanced Scorecard system to the special needs of a social cooperative. Here one area of the Balances Scorecard will be highlighted – the Human Resource management and how the tools can be effectively adapted to the social cooperatives. A report system and a ratio analysis tool are developed to help the work of social cooperative managers. The focus of this paper research question how can improve the monitoring of Human Resource Management in social enterprises like social cooperatives. In the introduction part of this paper the importance of social innovation is emphasized, and a brief introduction to the development of controlling tools is provided. Next, part of our broader questionnaire is presented to highlight the importance of Human Resource Management in the Hungarian social cooperatives. In the discussion part a special BSC is presented which is based on Bull’s social enterprise Business Scorecard system. The Human Resouce Management should consider the regulatory requirements of granting authority, so these are briefly introduced. Finally, some indicators and tables are presented which can help the Human Resource Management in a social innovation enterprise.
A szociális szövetkezetek gazdálkodási problémáinak feltárása érdekében kérdőíves kutatást végeztünk. A kutatásunk megállapította, hogy a rendelkezésre álló munkaerő minősége és a megfelelő célpiacok megtalálása jelenti a szociális szövetkezetek fő gondját. A kérdőíves felmérés alapján elkészítettük a szociális szövetkezetek Balanced Scorecard rendszerének (továbbiakban BSC) egy lehetséges modelljét. Modellünk a Bull által kidolgozott modell egy adaptációja (Bull, 2006). Jelen cikkünkben a BSC külső szervezetek igényeinek való megfelelés modulját dolgoztuk ki. Meghatároztuk a követelmények körét, a követelmények teljesítését nyomon kísérő mutatószámokat, továbbá javaslatot teszünk a mutatószámok mérésének gyakoriságára is.
The aim of this study is to examine the relevance of capital structure theories in the Hungarian service sector between 2008 and 2014. The service sector stands in the centre of research, as the role of this sector is becoming more and more important. Whereas the importance of other sectors has decreased in the previous years and decades, the role of services shows an increasing trend in developed societies. The paper focuses on three factors. Firstly, I examine whether the classical theory is relevant, in which there is a negative linkage between profitability and capital leverage. Secondly, I examine the linkage between liquidity and capital leverage. Finally, I examine the principle of maturity matching, namely if firms in the service sector keep the golden rule to finance their non-current assets from non-current liabilities and equity.
The social enterprises play a vital role in a daily operation of smart cities. They can provide these towns with flexibility and innovation skills and help to maintain the social peace to provide work with the less competitive part of smart cities’ population. (Bartha-Bereck, 2018) This paper focuses this latter task. The social co-operatives offer an opportunity to improve the employment skills. However, the management of this enterprises faces several dilemmas how can build up an effective control system of a social enterprises in Central-Europe. As our questionnaire stated, the major problem of social cooperative is the quality of available labour force. This paper focuses the applicability of the traditional Balanced Scorecard system to the special needs of a Social Enterprises. Here one area of the Balances Scorecard will be highlighted – the Human Resource management and how the tools can be effectively adapted to the social cooperatives. A report system and a ratio analysis tool is developed to help the work of social cooperative managers.
The main problems in the social cooperative management are caused by the quality of available human resource and the marketability of products and services. The root of the problems can be found in the quality of labour force and the improper marketing. External specialists are required mostly for administrative duties (in field of book-keeping, taxation and application-writing). The assessment for improving the competitiveness has got less importance. Our questionnaire targeted the economic and financial problems of social enterprises. Based on the result of this survey we created the financing pecking order model for social cooperatives in Hungary. We adapted the traditional pecking order theory invented by Myers (1984) to the financing mix of Hungarian social enterprises. We found that public funds play a dominant role in the external financing of social enterprises (focusing on social cooperatives). State subsidies are most important, but the financial and managerial contribution of local governments is also essential for successful operation. To improve the marketing of products we recommend social cooperatives to use a managerial income statement to determine the most profitable products and markets.
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