Social Capital and Cultural Capital under Sustainable Development Context : Case Study of a Microfinance Institution in China

This paper studies the general institutional environment for a non-profit microfinance institution in China to initiate its sustainable development strategy by introducing management control practices. Besides, it also adopts case study method to unveil its branch on how management control practices have impacts on economic, social and cultural capital in the process of commercialized operation management. We demonstrate the mixed and even contradictory relationship between economic and cultural capital, whose trade-off might be gained by social capital, especially of the branch manager.