Abstract
This article offers a general reflection on governance and managerial practices within a Social and Solidarity Economy (SSE) and suggests that in a time of profound socioeconomic change, it is in SSE companies’ interest to establish global sustainable governance and responsible team management systems consistent with both the values structuring this domain as well as employee aspirations. This a French point of view with a sustainable dimension based on a literature review and on several published studies but not on an empirical approach. In a way it is an essay more than a demonstration. It is a proposal which could lead to methodological work. Here is a first step.
Highlights
The social and solidarity economy (SSE) concept refers to enterprises, organizations, and innovations that combine production of goods, services, and knowledge with achieving economic and social goals as well as solidarity building [1]
The sector continues to be driven by its seminal values of solidarity and collective interest in a Corporate Social Responsibility perspective, defined as a business model in which companies make a concerted effort to operate in ways that enhance rather than degrade society and the environment [2,3,4], despite the ever-increasing economic tensions and challenges with which it must contend
The firm belief here is that mobilizing seminal SSE and CSR values will have a direct effect on team performance [19] if it is incorporated into the implementation of responsible governance
Summary
The social and solidarity economy (SSE) concept refers to enterprises, organizations, and innovations that combine production of goods, services, and knowledge with achieving economic and social goals as well as solidarity building [1]. The firm belief here is that mobilizing seminal SSE and CSR values (democracy, solidarity, and sustainability) will have a direct effect on team performance [19] if it is incorporated into the implementation of responsible governance This materializes in the way power is distributed between (and exercised by) a company’s Board and Executive. The idea here is that responsible managers should focus on their specific mission, which is to create connections and share meanings It is with this responsible and sustainable approach, and by mobilizing the social innovations and the basic values of democracy, solidarity, and sustainability underpinning companies envisioned in this way, that postmodern management (starting in the sector that this paper studies) can enhance the wellbeing of everyone, professionals and politicians alike (the two main stakeholders), while maximizing corporate performance. Is a first step, an empirical study could be the second
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