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Korean Academic Society of Business Administration
[ Article ]
korean management review - Vol. 52, No. 1, pp.23-57
ISSN: 1226-1874 (Print)
Print publication date 28 Feb 2023
Received 21 Mar 2022 Revised 24 Aug 2022 Accepted 24 Aug 2022
DOI: https://doi.org/10.17287/kmr.2023.52.1.23

소셜 벤처의 공식 영역과 비공식 영역 간 균형 잡기: 세대단위 개념을 중심으로

Sang-Joon Kim ; Sung-Chul Noh ; Nahyun Kim
(First Author) Ewha Womans University s.kim@ewha.ac.kr
(Corresponding Author) Saitama University scnoh@mail.saitama-u.ac.jp
(Co-Author) Ewha Womans University nahyun.kim@ewhain.net
Navigating between Formal and Informal Spheres in Social Ventures: A Generational Approach


Copyright 2011 THE KOREAN ACADEMIC SOCIETY OF BUSINESS ADMINISTRATION
This is an open access article distributed under the terms of the Creative Commons Attribution License 4.0, which permits unrestricted, distribution, and reproduction in any medium, provided the original work is properly cited.

Abstract

This study investigates how social ventures deal with the tensions between economic values driven by firm growth and social values they originally implement. Given that the formal sphere (e.g. structure, authority, and rules) is inter-related with the informal sphere (e.g. culture, social interactions, and values), we conduct an in-depth case study of a Korean social venture to specify the co-evolution process of these distinctive spheres in a generational approach. The generational approach views that new employees create their own cultural boundaries vis-à-vis those of incumbents within the organization by collectively mobilizing what they understand regarding their work. In response to this generational differentiation, these generations takes distinctive actions to embrace what the organization eventually pursues, including value reinforcement, re-practicing, and sub-culturing. Our findings provide the understandings of what aspect hybrid organizations consider upon firm growth.

Keywords:

Social venture, Generation, Firm growth, Formal and informal structure, Hybrid organization

Acknowledgments

We are indebted to three anonymous reviewers, as well as the editor-in-chief and the associate editor, whose comments led to improvements in this paper.

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∙ Sang-Joon Kim is an associate professor of management and organization at Ewha School of Business, Ewha Womans University. He received his PhD from the University of California, Irvine. His research interests center on understanding social construction aspects of social phenomena, especially knowledge creation, technology commercialization, entrepreneurship, and technological and social innovation. His research appears at Academy of Management Journal, Strategic Management Journal, Journal of Business Ethics, and other management-related journals.

∙ Sung-Chul Noh is an associate professor in the Graduate School of Humanities and Social Sciences at Saitama University in Japan. His research interests include professional workers and non-standard work arrangement with a particular focus on the impacts of work precarity on career, identity work and collective action. Sung-Chul’s work has appeared in Journal of Management Studies, Journal of Industrial Relations, and Human Resource Management. He earned his doctorate from the Desautels faculty of Management at McGill University.

∙ Nahyun Kim holds a B.A. in French Language & Literature and Business Administration from Ewha Womans University and will enter the master‘s program at the Graduate School of Business Administration, Ewha Womans University. Her main research interests are organizational structure and management of organizational paradoxes. Particularly, she is conducting research on the growth processes of social ventures and social enterprises, and their social impacts. Related research was published in Journal of Strategic Management.