Inside Korea’s Social Impact

  [Editor’s Note🖉] Korea’s cooperative movement and social and solidarity economy have grown rapidly over a relatively short period of time, supported by legal and institutional frameworks. Since the enactment of the Framework Act on Cooperatives in 2012, cooperatives have expanded steadily across various sectors, evolving beyond a single organizational form.   Today, however, the central question is shifting — from “How many cooperatives have been created?” to “How well are they actually functioning?” The focus is moving away from quantitative growth toward qualitative maturity.   This interview captures the perspective of Kim Wang-young, CEO of CoopBiz Cooperative, who has long engaged with cooperatives and the social and solidarity economy through the lens of education. As both a young practitioner and a long-time participant in the field, he offers candid reflections from on-the-ground experience. Rather than focusing solely on institutional outcomes or busin...

  [Editor’s Note🖍] Korea’s social solidarity economy (often referred to as the social economy) is frequently described as “meaningful work.” Yet behind that phrase lie many practical challenges that are not easily visible. Organizations and individuals who place social value at the center of their work often find themselves navigating constant choices between the market and institutional systems.   This article is the second interview with Seonguk Jeon, CEO of the social venture Soact Co., Ltd. He is also a member of SE-ACT, which was introduced in the previous interview.   In this conversation, Jeon shares challenges and concerns drawn from his own experiences as well as from observing the field up close. He speaks calmly about the gap between social value and consumers, concerns around stability and sustainability, and how younger generations view the social economy in Korea.   Rather than portraying the social solidarity economy as an idealized model,...

  When people talk about social economy organizations or social innovation enterprises in South Korea, attention is usually focused on founders, CEOs, or frontline practitioners. Far less visible, however, are those who quietly make these organizations function on a daily basis: middle managers.   In Korea’s social and solidarity economy (SSE) and social innovation sector, middle managers play a critical role in sustaining organizations. This article explores what middle managers actually do in the Korean context — and why their role matters more than we often acknowledge.   In South Korea, middle managers typically hold titles such as team leader, section chief, or department head. I worked in the role of a team leader.(Photo by Milly)   Structural Characteristics of Korea’s SSE and Social Innovation Organizations   I previously worked at a media organization that held preliminary social enterprise certification. In that organization, I served ...

  In South Korea, the issue of isolated youth has been receiving increasing attention. According to the “2024 Survey on the Lives of Youth” conducted by the government last year, the proportion of isolated or withdrawn youth is 5.2%. These young people rarely go out or have very limited social interactions, which can be seen not just as an individual problem but as a social and structural issue.   Why We Should Care About Isolated Youth   Isolated youth live cut off from society, which can lead to feelings of depression and helplessness and intensify social isolation. Their lack of social participation also has broader implications, potentially resulting in losses for communities and the nation as a whole.   The government is also implementing various programs to address the issue of socially isolated and withdrawn youth. (Source: Screenshot from the Ministry of Health and Welfare website) How the Social Economy and Social Innovation Connect to Isolated Y...