Co-creating value with social enterprises’ employees: A moderated-mediation model

Abstract

Departing from research on social enterprises that either treats social enterprises’ human resource management practices with a one-type fits all approach, or simply distinguishes between paid staff and volunteers, this paper examines the complexity and diversity of roles within social enterprises personnel. We employ the theoretical lens of co-creation to argue that social enterprises that first create value for their employees by enhancing their professional development are better suited to co-create sustainable value and gain a competitive advantage. In doing so add to the growing literature on co-creation and Human Resource Management which however mostly views employees as co-creators of HR systems and practices and less so as co-creators of sustainable value. Findings from a survey of 167 employees confirm that including learning and development opportunities along with the social mission in job advertisements of social enterprises leads to increased intentions to pursue a career there, and also confirm the mediation role of person–organization fit and the moderating role of altruism. We also offer suggestions on social enterprises on how to best communicate their dual mission and long-term sustainability and highlight the importance of learning and development opportunities along with the social mission as critical recruitment messages that enhance attractiveness of social enterprises as employers.