사회적기업의 네트워크 활동이 경영성과에 미치는 영향

This study aims to analyze the impact of social enterprises’ network activities on managerial performance and to identify the mediating role of performance expectation in this relationship. Specifically, this study aims to empirically verify the role of performance expectations as parameters in the process while analyzing the effect of social enterprises' network activities on economic and social performance. This provided important implications for establishing a sustainable growth strategy for social enterprises by identifying the practical path leading to 'network activity → performance expectation → management performance' beyond the existing fragmentary analysis. The findings indicate that relational, structural, and cognitive network activities all have statistically significant positive effects on every sub-factor of performance expectation. In addition, the sub-components of performance expectation (information sharing, organizational identity, and trust) were found to positively influence both economic and social performance. While most of the hypotheses were supported, several pathways were rejected, confirming that the influence of network activities on performance varies depending on the type of network involved. Notably, performance expectation exhibited a partial mediating effect between network activities and managerial performance, underscoring the importance of information exchange and trust-based collaboration in the process of performance creation. These results suggest that the network activities of social enterprises lead to economic and social performance when they are closely linked to organizational performance expectations. This study provides academic and practical implications by offering an integrated analysis of network activities and performance expectation within the context of social enterprise performance.