Social enterprises were created as solutions to the economic crisis and social polarization, such as the deepening income inequality and rising unemployment, due to the collapse of the middle class after the IMF and the resulting long~term economic recession. Policy support is provided through social enterprises to solve these problems, but the effectiveness of the effects varies depending on the social enterprise's management efficiency capabilities. This is the result of the social enterprise acting as a facilitator of change even in limited policy support, so the capacity of the social enterprise is paramount.
Although it is moving toward policies aimed at the management efficiency of social enterprises, empirical research on them is still insufficient. Existing studies focus on the exploratory and technical aspects of finding the concepts, characteristics and components of the spirit of social enterprises, and thus fail to clarify the management efficiency of social enterprises. The purpose of this study is to clarify the concept by dividing the management efficiency capacity into the core competencies in order to enhance the practical value of social enterprises, and secondly, to establish the effectiveness of competence through empirical analysis of the enterprise unit. The results of the research show that the management efficiency and network of social enterprises have significant effects on economic performance, and second, in social performance, management efficiency, network and market information orientation have significant effects. Implications include systematic and continuous education to enhance management efficiency, regular network-building activities of social enterprises, support for discovering new business models and appropriate performance measurement systems.