Abstract
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.
| Original language | English |
|---|---|
| Pages | 2822-2830 |
| Publication status | Published - 20 Aug 2011 |
| Event | The Eighth Annual Conference of JMS China Marketing Science (2011 Annual Conference of China Marketing Science) - Sun Yat-sen University, Guangzhou, China Duration: 19 Aug 2011 → 22 Aug 2011 Conference number: 8th http://www.ln.edu.hk/mkt/JMS2011/index.html http://www.ln.edu.hk/mkt/JMS2011/Finalized%20Schedule%20and%20English%20Concurrent%20Sessions_as%20at%2016Aug11.pdf |
Conference
| Conference | The Eighth Annual Conference of JMS China Marketing Science (2011 Annual Conference of China Marketing Science) |
|---|---|
| Abbreviated title | JMS 2011 |
| Place | China |
| City | Guangzhou |
| Period | 19/08/11 → 22/08/11 |
| Internet address |
UN SDGs
This output contributes to the following UN Sustainable Development Goals (SDGs)
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SDG 1 No Poverty -
SDG 8 Decent Work and Economic Growth
Research Keywords
- social capital
- cultural capital
- management control practice
- microfinance
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