As social problems become more extensive and diverse, one of the most critical capabilities of social entrepreneurs is connecting and aligning various stakeholders. Social entrepreneurs can solve problems better through collaboration with stakeholders, and this leads to sustainable innovation of society. Accordingly, social entrepreneurship education (SEE) programs should be designed and operated to cultivate social entrepreneurs’ abilities to enhance connectivity with all relevant entities of the social enterprise ecosystem. Consequently, SEE can form ever-growing communities of social entrepreneurs while functioning as innovation hubs for entrepreneurial ecosystems (EEs) evolving on their own. To this end, this study proposes a design and assessment framework for SEE. The framework emphasizes strengthening internal connectivity among SEE program members and external connectivity with outside entities, including universities, firms, government agencies, civil societies, and natural environments. This framework clarifies how and to whom social entrepreneurs should connect throughout the SEE process. This paper analyzes the case of an MBA degree SEE program in Korea using this framework and identifies directions for further improvement of SEE, contributing to the social entrepreneurship and entrepreneurship education literatures by integrating SEE’s key features with social theories of learning and the quintuple helix model for sustainable innovation ecosystems. Practically, our findings provide a useful benchmark to find isolated internal and external entities that need more active interactions to achieve SEE’s purposes.

Building upon prior literature on the role of executives in tax payments, this study investigates the relationship between a CEO’s political connections and tax avoidance behavior as a typical type of social irresponsibility of a corporation. We propose that CEOs who are well connected to politicians through family, academic, and professional ties tend to adopt riskier strategic choices such as tax avoidance. We employ a multi-faceted method to quantify political connections in a more comprehensive and delicate way. Empirical results from 4,706 firm-year observations in South Korea between 2003 and 2014 provide support for our predictions. In addition, we test competing hypotheses on the moderating role of CEO tenure and find that such a tendency diminishes as the focal CEO stays in the position longer.

This paper investigates whether government support for small and medium-sized enterprises (SMEs) in an emerging economy creates their reluctance to grow, which is analogous to the Peter Pan Syndrome. We test our hypotheses by regression analyses on a sample of 2,779 firms from a unique Korean Innovation Survey dataset from 2005 to 2007. Our empirical results show that SMEs tend to hinder their growth as they approach SME eligibility thresholds beyond which public support ceases. Such a tendency intensifies as SMEs grow closer to the employment-size-contingent SME eligibility threshold and as they receive more public support. In addition, the likelihood of the Peter Pan Syndrome is conditioned by both firm- and industry-specific characteristics. As government support for SMEs based on size-contingent eligibility criteria has a detrimental side-effect, other merit- or effort-based criteria should be considered. It is also desirable to reduce the opportunity cost involved in graduating from SMEs.

Based on theoretical considerations, this article investigates the socio-cultural mechanisms through which diversified firms are effectively managed without loss of control. Empirical results from extensive questionnaire surveys in Korea and the U.S. show that socio-cultural mechanisms such as shared values and corporate-level training were significantly and positively associated with divisional performance. In addition, socio-cultural mechanisms appear to have unequal effects on the corporate performance in societies with different cultural contexts. Statistical results show that socio-cultural mechanisms worked better in chaebols than in large U.S. firms, possibly because such mechanisms positively interact with high-context culture. The management revue is a peer-reviewed interdisciplinary European journal publishing both qualitative and quantitative work as well as purely theoretical papers that advance the study of management, organisation and industrial relations. The management revue publishes articles that contribute to theory from a number of disciplines, including business and public administration, organizational behavior, economics, sociology and psychology. Reviews of books relevant to management and organisation studies are a regular feature. Special issues provide a unique and rich insight into the issue's research field. The journal offers insights into selected research topics by providing potentially controversial perspectives, new theoretical insights, valuable empirical analyses and brief reviews of key publications. The aim is to establish the management revue as a top quality symposium journal for the international academic community. The journal is available online via the Nomos eLibrary, ABI/INFORM Global and JSTOR. The management revue is indexed in the Web of Science™ Emerging Sources Citation Index (ESCI), Elesevier's Scopus and the RePEc services IDEAS and EconPapers.