Power dynamics and social enterprises: A case study of an international NGO

Abstract

AbstractHuman Resource Development (HRD) scholarship and practice include attention to social justice and human rights, which are critical in international workspaces, including social enterprises. HRD principles could help such organizations better foster intercultural collaboration and respect, while promoting both economic prosperity and social good. The purpose of this qualitative case study is to explore, through a critical national HRD lens, how HRD principles could enhance the operations of an international social enterprise, focused on skills development, capacity building, and empowerment for women entrepreneurs in Ghana. This study highlights the role HRD principles could play in addressing challenges the entrepreneurs faced and in enhancing economic and social development. We apply an integrated critical national HRD framework consisting of three components: (1) global awareness, (2) holistic, socially conscious economic development, and (3) the negotiated power and performance. We find that HRD practices, such as cross‐cultural training and development programs, could mitigate challenges entrepreneurs experienced due to cultural conflict based on language, mismatched expectations regarding production quality, and a lack of predictability or control over workload and compensation. Yet, the work of the nongovernmental organization (NGO) did support their financial independence and stability and work to consider the role of gender in the support women received. Attention to socially conscious economic development as viewed through the critical national HRD can support such organizations as they seek to address women's holistic needs. We offer recommendations for research, policy, and practice to help NGOs minimize sociocultural confusion, develop meaningful programming, and bridge the economic and social missions of the organization.