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The governance of social enterprise in Taiwan and Hong Kong: a comparison

In Taiwan and Hong Kong, social enterprises are in a stage of growth and are becoming more diversified. This article aims to explore the governance of social enterprises in Taiwan and Hong Kong, including the analysis of several dimensions on issues such as the dynamics of the governance structure and function, board composition and CEO, and institutional adjustments in the board and CEO within the social enterprise sectors in both regions. The theoretical concepts in a social enterprise context employed in this article include the corporate governance model and the democratic governance model. The data used for this article are the surveys conducted in 2010. In addition, the collection of the qualitative data from interviews with key leaders (e.g. board member and CEO) of eight social enterprises in these two Chinese communities is supplemented. Through such comparisons, we have obtained significant findings on governance issues such as the transformation of organizational structure and the institutional adjustments of the board members and CEO in the development of social enterprises in Taiwan and Hong Kong.