Community Involvement In The Hybrid Organization: A Study Of Community Forest Enterprises in Canada

Abstract

Effectively involving local communities in decision-making is an important facet of all organizations which aim to be socially responsible, but it is particularly relevant for social enterprises (SEs) which espouse community empowerment as one of their central goals. The extant literature, however, provides little in the way of guidance for SEs to ensure local participation in strategic and operational matters. This qualitative study illustrates mechanisms by which SEs can involve local people in organizational decisions in the context of six Canadian community forest enterprises (CFEs). CFEs have evolved as a result of the movement to decentralize decision-making with respect to the sustainable utilization of natural resources. This article provides insights on the importance of managerial capabilities in navigating participatory activities in the SE. We propose an enriched SE tension management framework, that includes a key dimension that has yet to receive much attention: the distinction between a focus on ‘outcomes’ versus a focus on ‘process’ in the attainment of plural goals. As such, the article makes important contributions to unpacking the empowerment element underlying organizational activities that aim to provide marginalized rural and Indigenous communities with roles in shaping local paths towards greater sustainability.