STAKEHOLDER ENGAGEMENT AND THE IMPACT ON PROMOTING SOCIAL VALUE: A STUDY IN BUSINESSES WITH A SOCIAL MISSION

Objective: Analyze stakeholder engagement in promoting social value in businesses with a social mission. Theoretical Framework: The theoretical framework integrates stakeholder theory, which observes the constant relationship between organizations and their stakeholders, seeking to understand stakeholder engagement in promoting social value in social businesses. Method: It is a descriptive and qualitative study carried out in three businesses with a social mission in the area of education in Santa Catarina. The data was obtained through semi-structured interviews with managers and volunteer stakeholders, in addition to the analysis of three years of social reports. It was conducted using content analysis, with the help of NVivo software and approved by the ethics committee - 52507521.8.0000.0120. Results and Discussion: The study highlights that businesses with a social mission depend on partnerships to promote social value, emphasizing the importance of collaboration with stakeholders through alliances and consultancies. These partnerships aim to increase effectiveness in responding to social challenges, especially in projects focused on education and training young people to face local social and economic issues. Social value is measured by the impact of these projects on the community, contributing to sustainable growth and improving the quality of life of young people. Research Implications: This study expands the understanding of stakeholder engagement in businesses with a social mission, by defining and empirically applying its dimensions in the social context. The relevance of expanding theoretical and empirical knowledge to promote social value is highlighted. Originality/Value: The study contributes to the literature by approaching social value in a holistic and empirically grounded way, defining and applying specific dimensions of stakeholder involvement in businesses with a social mission. This innovative approach highlights the importance of understanding and promoting social value in a more comprehensive and concrete way, thus contributing to the advancement of knowledge in this field.


INTRODUCTION
Since the end of the 1990s, studies on social business have become a trend in the United States and Europe, in addition to the particular case of Brazil.The understanding of social business, although not yet a consensus, has grown rapidly due to the contribution that this type of enterprise can generate, especially for people living below the poverty line (Smith, Gonin & Besharov, 2013;Sousa et al., 2019).From this perspective, it is understood that social business is an activity that aims to solve a social problem based on market logic (Dacin, Dacin & Tracey, 2011;Battilana & Lee, 2014).
These businesses with a social mission, in turn, are creative and innovative services or products provided to the community to solve a social problem (Thompson, 2008), not only related to their socially conscious objectives, but also in the creation of social value (Sousa et al., 2019).Social value is fundamental to any social business.From this perspective, Silva and Wright (2019) highlight that stakeholder engagement is relevant in the process of creating social value, as the closer these actors are, whether for the formation of networks, partnerships, collaborations, cooperation, the greater the the possibility of achieving social value (Collazzo-Yelpo & Kubelka, 2019;Kolk & Lenfant, 2015).
As for the term engagement, it is understood as a process of stakeholder involvement in decision-making, management, actions and the creation of knowledge around the creation of social value (Shackleton et al. 2019), as each agent inserted in the business context , whether internal or external, has interests and demands that directly impact its direction.According to Greenwood (2007), engagement with stakeholders is the organization's practice of involving stakeholders positively in organizational activities.In this way, the interaction of stakeholders with social business managers can offer a valuable source of social, knowledge and human capital, which can increase success in creating social value delivered to society (Leonidou et al., 2020).
The focus of this study lies in the analysis of stakeholder involvement in promoting social value in businesses that have a social mission.The development of this article offers relevant information for understanding stakeholder engagement in promoting social value, deepening knowledge on the subject, demonstrating more clearly how the solution of social problems occurs in practice (Sousa et al., 2019).Previous research has already discussed this subject, analyzing different aspects.Knife, Haughton and Dixon (2014) researched the strategies used by social businesses to generate and maintain social value.Altinay, Sigala and Waligo (2016) demonstrated the main resources necessary for creating social value in tourism, and concluded that the resources are: financial, political and institutional and human capital.In turn, Islam (2017) sought to understand whether the disclosure of the creation of social value becomes an important strategy for the legitimization of social enterprises.Sousa et al. (2019) sought to understand how social businesses can create and enhance the value promoted to society.Phillips, Alexander and Lee (2019) analyzed stakeholder engagement in supporting the social innovation process in social businesses.The authors realized that these businesses are adept at working with their stakeholders in the ideation phase of social innovation.In contrast, they often fail to leverage the knowledge and experience of their partners during the implementation phase of social innovation.Therefore, according to the studies referenced, it is possible to see that they are contributions with delimited focuses and do not fill the research gap regarding stakeholder engagement and the creation of social value, specifically.
The development of this study offers relevant information for understanding stakeholder engagement in promoting social value, thus deepening knowledge on the subject, demonstrating more clearly how the solution of social problems occurs in practice (Silva et al. 2019).Another contribution is associated with the understanding of Stakeholder Theory in other types of business, a topic that is still little discussed (Marzzoni et al., 2021;Stocker et al., 2019).In turn, the engagement of these groups or actors interested in the development of social business contributes significantly to the creation of social value, and also emphasizes that, the greater the involvement, the greater and easier the generation of social value will be (Silva et al., 2019).
Thus, this research contributes to the current debate on the topic, in addition to assisting in future research.
Finally, the study aims to analyze stakeholder engagement in promoting social value in businesses with a social mission

STAKEHOLDER THEORY
The concept of stakeholder, introduced by Freeman in 1984, describes individuals or groups who can influence or be influenced by the objectives and activities of an organization.These stakeholders are considered essential for resolving fundamental issues related to value creation and commerce in organizations (Freeman, 2004).Donaldson and Preston (1995) define them as people or groups with legitimate interests in the activities of an organization, while Clarkson (1995) divides them into primary and secondary, based on their degree of interdependence with the company.
Primary stakeholders include shareholders, investors, employees, customers and suppliers, who have a direct role in the company's operations, while secondary stakeholders are those marginally related to the company's activities, but still impacted by them (Orsiolli & Nobre, 2016).Understanding these groups is crucial to understanding the complexities of business relationships and ensuring that their interests and expectations are met (Clarkson, 1995).
Stakeholder Theory proposes that companies should act as agents, meeting the interests of stakeholders to ensure legitimacy and long-term survival (Freeman & Reed, 1983).
Furthermore, value creation is seen as an integral part of negotiations between interested parties, encouraging the achievement of common objectives (Freeman, Wicks & Parma, 2004).This theory can be applied not only to corporations, but to various forms of organizations and can be used in different aspects of management, such as entrepreneurship and sustainability (Phillips, Freeman & Wicks, 2003;Parmar et al., 2010).Based on Freeman's (1984) conceptions, several models were developed to improve the understanding of relationships with stakeholders as an essential part of the management strategy.

Stakeholder Analysis Models 1980
Actors can be internal and external (Freeman, 1984).
Strategic actors can influence the organization.On the other hand, as for morality, it is influenced by the company and it must maintain an ethical relationship with them (Goodpaster, 1991).Actors can cooperate or threaten the organization (Savage et al., 1991), as well as being primary (i.e., directly associated with the organization's survival) or secondary (i.e., not essential to its survival) (Clarkson, 1995) .Actors can be classified according to their power to influence the organization, the legitimacy of the relationship with it and the urgency in meeting their interests (Mitchell et al., 1997).The identification of these attributes allows establishing the level of priority (Friedman & Miles, 2006) or degrees of intensity (Schepper et al., 2014).Furthermore, the classification must consider the descriptive, normative and instrumental aspects (Donaldson & Preston, 1995).The actors' influence strategy includes the use of their resources (Frooman, 1999).Therefore, it can be seen from Table 1 that classification models have evolved from a more generic characterization (internal and external) to other characterizations that address specific issues, such as the role of public policy formulation and the value allocated to actors (Menezes et al., 2020).Given this, this theory observes the constant relationship between organizations and their stakeholders, seeking to understand the engagement of stakeholders in promoting social value in social businesses.

STAKEHOLDERS AND THE CREATION OF SOCIAL VALUE
Social value is a very expressive term when approached in social business (Rygh, 2020).
The term is referred to as practices and/or activities developed by social businesses in order to solve social problems and create social value (Dorado, 2006;Thompson, 2002;Austin, Stevenson & Wei-Skiller, 2006).
Social expression is referred to in social business as solidarity, well-being and/or concern for others, and its use is motivated by ethical issues and moral responsibility.Value, in turn, is the business's ability to return to society contributions to social well-being or people's quality of life (Mair, & Marti, 2006).Sousa et al. (2019) clarify that value is conceived when there is a change in people's lives, whether in income generation, promoting access to products In this sense, Mair and Marti (2006) understand social value as changes to existing social structures with the aim of improving and/or maintaining the quality of life of a social group.Dacin et al. (2011), in turn, define social value as innovative solutions to social problems.2015).In short, interacting with stakeholders can boost the emergence of new ideas and the conclusion of crucial agreements, benefiting the creation of social value in businesses with a social mission (Sousa et al., 2019).Silva et al. (2019) report that the engagement of these groups/actors interested in the development of social business contributes significantly to the creation of social value, and they further emphasize that the greater the involvement, the greater and easier the generation of social value will be.The term involvement, used by the authors, refers to the activities carried out by the business with the aim of establishing and enhancing relationships, in order to understand and involve its stakeholders in their activities and decisions.The conception of Silva et al. (2019) on the importance of stakeholder engagement is reinforced by the authors Kolk and Lenfant (2015), Collazzo-Yelpo and Kubelka (2019), who found in their studies that the closer these actors are, whether for the formation of networks, partnerships, collaborations and cooperation, the greater the possibility of achieving your social objectives, that is, social value.
Di-Domenico, Haugh and Tracey (2010) report that engagement with stakeholders is necessary to create social value.To achieve this, there must be greater commitment from the various actors seeking to expand, create and strengthen social relationships (Di Domenico et al., 2010), not only being necessary to attract partners with growing skills and capabilities (Ramus & Vaccaro, 2017), but also the involvement of actors in the creation, management and governance of the social enterprise (Henry, 2015).Therefore, as mentioned by the authors, engagement between stakeholders and social businesses helps and enhances the creation of are strategies that seek to establish collaborative relationships to design and execute the promotion of social value.Waddock (2001) clarifies that these collaborative practices must be carried out with mutual standard involvement of responsibility, information sharing and respectful dialogue.
In summary, stakeholder engagement in social business is crucial for creating social This engagement involves the active participation of stakeholders in decision-making, management and actions related to social business, seeking to meet both internal and external needs and desires.These collaborative practices promote stronger and more effective relationships, contributing to achieving social objectives and strengthening the social value of organizations.

METHOD
This work adopts a predominantly qualitative approach, following the principles of descriptive research (Creswell, 2010) The study was carried out in three businesses with a social mission located in the State of Santa Catarina, all in the education sector, selected through the databases of the Santa Catarina SDG Movement, PIPE Social and the Santa Catarina Social Innovation Observatory.
The criteria for choosing these organizations were: being signatories of the Sustainable Development Goals (SDG), having been founded for ten years and working in the area of education and local social assistance.This area was chosen due to its effect on people's lives and because it is among the main areas of business activity, according to Pipe Social reports The research subjects are managers, financial, planning and fundraising coordinators.
The choice of these subjects is justified by their experiences in business management and the group's access and interest in participating in research that can provide them with input to improve their work processes in the organization.The inclusion criteria for interviewees are: 1) more than two years of activity in the organization; 2) be the responsible manager (financial, project, communication and/or social entrepreneur).Stakeholders were nominated by businesses with a social mission.Its inclusion criteria are: 1) more than five years of activities with businesses with a social mission; 2) acting voluntarily.Data collection took place between September and October 2022, through individual interviews carried out online.It was guided by a thematic guide aimed at understanding the promotion of social value in businesses with a social mission from the perspective of voluntary stakeholders, as well as their engagement practices in business management.The script (Table 03) was passed by a panel of experts and tested with members of the research group, for later adaptation.The interviews were recorded and transcribed.Aiming to meet the peculiarities of the objective proposed by this article, content analysis was applied, which presents specific characteristics for qualitative research (Bardin, 2011).To this end, content analysis will be carried out, according to Bardin (2011), which is divided into three stages: 1) pre-analysis; 2) exploration of the material; 3) treatment of results, inference and interpretation.
Furthermore, the use of the NVivo software is useful in the present study for linking and crossing data, managing and synthesizing the information generated in the interviews, developing the theoretical part and presenting the results, providing more reliability in the analysis of the study (Guizzo, Krziminski & Oliveira, 2003;Mozzato, Grzybovski & Teixeira, 2016).

RESULTS
In this first moment of analysis, we sought to identify social value from the perspective of stakeholders, and not just promotion in businesses with a social mission.

STAKEHOLDERS THE CONCEPTION OF SOCIAL VALUE
Stakeholder speeches refer social value to issues of development and rights and social guarantees for children and adolescents belonging to social projects developed by businesses.It can be seen that Volunteer 04's speech was committed to social issues, ensuring that all children and adolescents belonging to that community and who enjoy the social projects of businesses with a social mission, have the right to life, health, food, education, sport, leisure, professionalization, culture, dignity, respect, freedom and family and community coexistence.
In the search for this understanding, Volunteer 03 corroborated the managers' speeches, and revealed his conviction about the importance of social value for children and adolescents who are involved in the socio-educational actions of businesses with a social mission.In this way, the practice of socio-educational actions came to be recognized as the result of a political-social process, whose condition of social value permeated a fertile discussion about fundamental rights under conditions of equality, so that they can have a dignified life through protection and guarantees.
The social value for the stakeholder lies in the socio-educational actions developed by businesses with a social mission.Therefore, this value lies in the education and rescue of citizenship in its target audience, seeking ways to enrich the learning and creative capacity of the community, helping to their social development (Schutz et al, 2017).
In 12 According to Schutz et al, (2017), inclusion in the professional sphere provides growth, learning, self-confidence and, above all, professional and personal responsibility.Businesses with a social mission, in partnership with stakeholders, create professional education and initial training courses.
In this logic, social value is to guarantee equal and fair opportunities for all people in the job market, regardless of their personal characteristics, such as age, gender, race, ethnicity, sexual orientation, disability, among others.Furthermore, professional inclusion is an important aspect of diversity and equality, as it allows people of different backgrounds and skills to have access to jobs and career opportunities.Professional inclusion can also help improve productivity, creativity and innovation in an organization, as well as promoting a fairer and more balanced organizational culture.
An analysis carried out as social reports, stakeholders promote professional inclusion such as training and development programs for teenagers, incentives for hiring underrepresented groups and beyond, diversity and inclusion policies within partner organizations of businesses with a social mission.
With regard to the word cloud method, the grouping and graphic organization of words according to their frequency also occurs, enabling quick identification of the corpus's keywords, as can be seen below.

Cloud social value keywords
Source: Prepared by the authors, 2023 Using the word cloud method, it is possible to observe that the words that obtained the highest frequencies (citations) were: Future, education, development, community and health.
In this sense, the social value for stakeholders lies in providing innovative solutions, capable of 13 adolescents, and in this sense, stakeholders are responsible for multiplying knowledge and developing useful skills for all young people participating in social projects.
Finally, stakeholders adopt the conception of social value as practices that support human life and its appearance occurs through the establishment of through voluntary work.The social value for those interviewed is not only creating and helping with business projects with a social mission, but also helping the quality of life of young people and teenagers who attend social projects, such as education, insertion into the job market, health and wellbeing .In this sense, it reflects that these actions add value to the local community and impact future generations.

STAKEHOLDER ENGAGEMENT
Identifying the engagement of stakeholders to promote social value, as well as the engagement and interaction mechanisms used with social mission businesses, the interviewees' statements refer to education partnerships with universities and insertion into the job market, seeking to offer the first work for young people in businesses with a social mission, in addition, coordination with other partnersuniversities with extension projects.
"Our relationship is basically around the young people we hire with young apprentices.Development is their monitoring, we talked a lot with the social business director.How is their development, like their relationship with their family."Volunteer 01 "My work as a teacher is in the areas of management, working on strategic plans, business plans, costs, HR.And my activity during these years, in addition to being a teacher, I also work on many university extension projects".Volunteer 03 The insertion factor into the job market and extension projects with partnerships with universities, enables a mutual exchange between knowledge and knowledge, giving greater added value to social value, it is in this sense that the reports of volunteers 01 and 03 converge with the managers of businesses with a social mission, as noted below: "[...] the university is part of the partner, especially in the health area, you know, we have health care guaranteed by the university".G5 Beta."[...] there is a group of students who come to do work, they did a very interesting entrepreneurship program with our students, very cool, very cool, knowledge here, internally, we wouldn't be able to pass on to them, they brought a group of students and they made a fundamental contribution."G6 Range.He would also add that the engagement of stakeholders in businesses with a social mission is guided through voluntary work.An action of interaction and communication between various stakeholders, according to the following reports: "[...] the voluntary work partnership is very strong, today we have 80 partners, they come of their own free will.For example, a large team of volunteer teachers, our preuniversity courses, so they are all people who donate their time, so they are time partners, we have partners who bring the financial issues to us, right, and we have partners that I don't know one could classify, but that they are great articulators, because the mission of the institute is to build bridges that are these articulators".G2 Alpha."The institution is made up of people and if it weren't for these engaged people and these relationships, we wouldn't have the work we do, right."G2 Alpha.
It is perceived that engagement is carried out voluntarily.This involvement helps contribute to and fill gaps in education and provide students with opportunities that may not be available otherwise.Volunteering involves stakeholders offering their time, skills and work unpaid for social benefit.
Finally, the engagement of stakeholders in the creation of social value is to train and help children to become literate, train young people and adolescents and also help the local community to face social and economic challenges, improve the quality of life and contribute for more sustainable development.It is considered as the degree of involvement, commitment and motivation that an individual has in relation to an activity, organization or cause.

DISCUSSION
Stakeholder engagement to promote social value is motivated by solidarity, well-being and concern for others.The study revealed that the issue of engagement, in other words, is firm involvement guided by clear strategies and objectives in favor of solidarity with businesses with a social mission.Dialogue and voluntary participation of stakeholders, in addition to the real interest in the common good, are some of them and are essential for creating social value.Engagement, therefore, is the process of active involvement between businesses with a social mission and their stakeholders.The study's stakeholders are, therefore, a group of people involved in activities, projects and initiatives focused on education and continuing training, and always related to local social causes and needs.Stakeholder engagement is considered as an action of interaction and communication between stakeholders (Freeman et al., 2018), and according to Sousa et al., (2019), the final result is the social value perceived and received by the local community , and for this reason, it is considered essential to listen to and involve stakeholders to create social value (Ramus & Vaccaro, 2017).Thus, with the analysis, Figure 2 was created, which represents, within the scope of businesses with a social mission, the engagement of stakeholders to create and enhance the creation of social value.The analysis in relation to the existing interfaces between socio-educational practices and social value, it is observed that stakeholders consider socio-educational actions as social value, taking into account that these services are free and guided by the principles of quality education, seeking to defend and guaranteeing the rights of the public served.According to Schutz et al., (2017), this education strives for the integral development of children, adolescents and young people, carrying out activities that promote the protagonism of the different subjects of these processes.
Finally, stakeholder engagement is fundamental in businesses with a social mission to promote social value.This allows the business to develop its social value together with stakeholders to achieve its social objectives and long-term social value for the entire community involved around the business.
The main objective of stakeholder engagement in businesses with a social mission is to contribute to improving people's living conditions, helping to promote equality, social justice and social inclusion.This is accomplished through activities such as donating time, skills and resources to help build stronger, healthier communities.The study also revealed that, in addition to contributing to the improvement of society, for stakeholders involved in business projects with a social mission, it can provide a sense of personal fulfillment, improving skills and knowledge, creating relationship networks, and promoting greater understanding and respect for different cultures and social realities.

FINAL CONSIDERATIONS
This research aimed to analyze stakeholder engagement in promoting social value in businesses with a social mission with socio-educational actions.Initially, the study revealed that the services offered by businesses with a social mission are not carried out in isolation and/or individually.Development needs partnerships directly or indirectly to promote social value.Partnership with your stakeholders therefore becomes relevant and fundamental in this process, whether through alliances, collaborations and/or consultancies.
Furthermore, the network of partnerships with stakeholders can help the effectiveness of businesses with a social mission in creating a more collaborative environment, in addition to increasing the effectiveness of the social business in coordinating its resources, skills, strategies and knowledge in creating of social value to the local community.The strengths, therefore, of this collaboration are to increase the effectiveness of the response to social challenges.
Furthermore, as social projects are focused on education, stakeholder engagement to create social value is to help empower young people and adolescents in the local community to face social and economic challenges, improve quality of life and contribute to development more sustainable.
Social value, therefore, is the impact of projects on the community and is related to social growth in a sustainable way, enabling adolescents and young people to improve their quality of life.Regarding the idea of generating value, it appears that socio-educational actions meet this requirement, as they develop new cognitive and intersubjective relationship skills in students that can become a path that helps to consolidate greater inclusion and social emancipation.
The conclusions of this research may have implications for practice, as managers of businesses with a social mission must be transparent and clearly communicate the vision, mission and values of the social business, so that other stakeholders can identify themselves and feel part of the social purpose. .
It is suggested, for future work, that the research problem be investigated from the point of view of business managers with a social mission.It is also suggested to expand the investigation with theory Vision aimed at Social Resources (Tate & Bals, 2018), in order to understand how the social resources of businesses with a social mission can have a positive impact.These resources include social capital, relationship networks, reputation and trust among stakeholders.
Actors can be classified according to the role they play in the formulation and implementation of public policies (Gomes et al., 2010) depending on their level of interest in the organization's activities (Olander, 2007) due to their relevance in the network of organization's relationships (Reed et al., 2009), the level of power, involvement and influence in the decision-making process (Curzon, 2009), according to the value allocated to it (Harrison & Bosse, 2013) or the way in which the relationship with the organization (Carroll & Buchholtz, 2011), with a power and strategic function (Harrison & Bosse 2013).These actors have intensity regarding the attributes power and urgency (Schepper, Dooms & Haezendonck, 2014), as engagement strategies within the organization (Boaventura et al., 2020).Source: adapted fromMenezes, Vieira and Santos (2020, p.123) The Impact on Promoting Social Value: A Study In Businesses with a Social Mission ___________________________________________________________________________ Rev. Gest.Soc.Ambient.| Miami | v.18.n.3 | p.1-20 | e07025 | 2024.7 for low-income people, health promotion, quality and resolution, education based on guarantee and equality access to all levels of education and professional training, employment, income and improving people's lives.
Sinkovicset et al. (2015), propose conceptualizing the creation of social value as the relief of restrictions that prevent individuals from achieving the three development values: sustenance, self-esteem and empowerment.From this perspective, social value are practices carried out with the aim of structural change in people's quality of life.Sousa et al. (2019) examined how social businesses can increase their social impact through a meta-analysis study.They noted that active engagement with different stakeholders is essential to generating social value.Other studies have also highlighted the importance of this engagement in favor of social value(Collazzo-Yelpo & Kubelka, 2019;Kolk & Lenfant,

Stakeholder
Engagement and The Impact on Promoting Social Value: A Study In Businesses with a Social Mission ___________________________________________________________________________ Rev. Gest.Soc.Ambient.| Miami | v.18.n.3 | p.1-20 | e07025 | 2024.8 social value, allowing the organization to increasingly insert itself into this ecosystem and get closer to partners who have similar purposes(Silva et al., 2019).Leonidou et al. (2020) clarify that engagement is the entire process of involving stakeholders in decision-making, management, and actions surrounding the business, and which consists of allowing the organization to respond to the desires and needs of its internal and external audiences.In this sense, engagement, as referenced by the authors Di-Domenico et al.(2010);Ramus and Vaccaro, (2017);Silva et al. (2019);Collazzo-Yelpo and Kubelka (2019) value, as indicated by several studies, including Silva et al. (2019), Di-Domenico et al. (2010), Ramus and Vaccaro (2017), Collazzo-Yelpo and Kubelka (2019) and Leonidou et al. (2020).

Stakeholder
Engagement and The Impact on Promoting Social Value: A Study In Businesses with a Social Mission ___________________________________________________________________________ Rev. Gest.Soc.Ambient.| Miami | v.18.n.3 | p.1-20 | e07025 | 2024.9 (2019; 2021).As a result, 10 businesses were identified and, when contacted, three businesses were returned.The collection methods used were interviews and document analysis.The documentary survey was made available by businesses with a social mission, namely: internal documents (cooperation contracts, foundation statutes, budget spreadsheet and social report for 2019, 2020 and 2022).

Stakeholder
Engagement and The Impact on Promoting Social Value: A Study In Businesses with a Social Mission ___________________________________________________________________________ Rev. Gest.Soc.Ambient.| Miami | v.18.n.3 | p.1-20 | e07025 | 2024.11"[...] it would be the responsibility of everyone to participate.The most needy children can participate in community activities and have a lively presence in society with all the benefits that a child normally has or that a child from a higher society has".Volunteer 04.Volunteer 04's speech corroborates managers G7 and G4: "[...] the development of skills, of competence so that the person understands what their rights are in society".G7 Range."[...]  give people the opportunity to develop[...].Allow them to advance, to take another step in their lives."G4 Beta.
transformation and positive impact on children and adolescents in the community.Supporting education in business with social value becomes important for the training of young people and Stakeholder Engagement and The Impact on Promoting Social Value: A Study In Businesses with a Social Mission ___________________________________________________________________________ Rev. Gest.Soc.Ambient.| Miami | v.18.n.3 | p.1-20 | e07025 | 2024.

Stakeholder
Engagement and The Impact on Promoting Social Value: A Study In Businesses with a Social Mission ___________________________________________________________________________ Rev. Gest.Soc.Ambient.| Miami | v.18.n.3 | p.1-20 | e07025 | 2024.14 The interviews between managers G5 and G6 with volunteers 01 and 03 indicate joint concern, aimed at immersing young people in the job market.According to social reports, business projects with a social mission occur through different actions, such as internships, trainee programs, projects focused on entrepreneurship and other practical learning opportunities.Stakeholder engagement occurs when they open up space within their organizations for young people to acquire knowledge and practical skills.
Stakeholder engagement involves communication and voluntary collaboration in decision-making within businesses with a social mission.This means that businesses with a social mission must listen to their stakeholders, share relevant information and not only, work together to find innovative social solutions.Collazzo-Yelpo and Kubelka (2019) clarify that a closer relationship with stakeholders, such as the formation of networks, partnerships, contacts, collaborations, alliances and cooperation, can significantly increase the possibility of achieving social objectives.Furthermore, collaboration and cooperation between different stakeholders can increase the resilience of social businesses and communities in the face of challenges and crises, allowing them to work together to overcome obstacles and respond to changes in the social environment.These findings are in line with research bySousa et al. (2019), that engagement and interaction with stakeholders can be a facilitating element in the development of new ideas and the closing of important agreements, contributing to the creation of social value.

Figure 2
Figure 2Creation and enhancement of social value

Table 1
Research subjects -Stakeholders