This paper 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.
In order to achieve this aim, the theoretical concepts employed in this paper will be critical review and the prevailing governance theory in a social enterprise context will be applied. This includes the corporate governance model, which contains the agency theory and stakeholder & stewardship theories, and the democratic governance model, which mainly highlights the involvement of different stakeholders in the governance of the organization.
The data used for this paper will be the surveys conducted in 2010. In addition, this paper will be supplemented with the collection of the qualitative data from interviews with key leade